10/05/2021

CIV4101 CIVIL ENGINEERING MANAGEMENT

Eng. Dr. Seith Mugume (PhD, MUIPE, REng)

Lecturer, Department of Civil and Environmental Engineering
College of Engineering, Design, Art and Technology
Makerere University
Email: seith.mugume@mak.ac.ug; smugume@gmail.com
Tel: +256 752 258 089

Lecture 5:
Site Management & Practice

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Outline
• Project Start up
• Team Development
• Supervision tools
• Communication Structures
• Procurement and Stock Control
• Site Documents and Reports

Project Start up
• Project start-up processes aim at getting the project
initiated. It provides a structured way of moving the
project team quickly and effectively through the project
kick-off phases so as to:
– Define the project’s context and objectives
– Develop the project model
– Define the management approach
– Commission the facility and hand it over
• In reality, project start-up occurs at various stages of
the project:
– Project concept stage
– Change in the project team (composition or structure)
– Need to refocus the objectives of stages ahead

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The Start-up process

• When new teams form, the members take
time to learn how to work together before
becoming truly effective.
• Teams undergo four key stages of team
development in order become effective
project teams
• The term project start-up is different from
start; the former is a structured process for
team formation; the latter is an action at an
instant of time. => Morten Fangel analogy between
• starting the engine of a car, and starting-up the diesel engine in a ship.

Why should we conduct a

structured Project-Start up?
• Increasing complexity of technologies
• Use of qualified project management
earlier in the life cycle
• Increasing need for team building and
cross-cultural cooperation
• Need for increased effectiveness caused
by shorter product life cycles
• Changes in the way projects are managed
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The power of start-up

An engineer worked with a project team in British
Telecom, a U.K. telephone company. The team of six
people had seven weeks to complete a highly critical
project. The project manager was a great believer in the
start-up process and insisted the team do no work in the
first week. They were to spend the first week planning,
three of those five days being spent in a start-up
workshop. At the start of week two, the team hit the
ground running and went on to have an extremely
successful project.
What is the best approach?
a) To work for seven weeks at 50 percent efficiency or
b) To work for six weeks at 120 percent efficiency

Project start up methods

• Project/stage/milestone launch workshops
 develop project plans in a joint team-building process
 Start of concept or feasibility stage – Project definition work shop
 Start of design or execution – Inception/Kick-off meeting
• Start-up/stage review reports
=> Used to collate the results of analysis undertaken during start
up or from a previous stage in accessible form for use during the
subsequent stage
• Use of ad hoc assistance
 to support and guide the project team
 Adhoc assistance can be provided by:
▪ Internal professionals, such as the project support office
▪ External consultants
▪ Team members from similar or earlier (completed) projects

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Team Development
• Five key stages of team development:
– Forming
– Storming
– Norming
– Performing
– Project Closure (Adjourning)

Stages of team development

• Forming: Team members get acquainted with each other, they are proud to
have been chosen to work on project, uncertain about each others,
productivity is at medium level, ground rules, roles and interpersonal
relations are established;
• Storming: Conflict stage when group control, decision making, group &
project constraints are contested; productivity drops
• Norming: Stage when close relationships develop and the group
demonstrates cohesiveness, norms of team behaviour are established,
team agrees on project methodology, productivity rises;
• Performing: Established expectations of how to work together and the
group begins channelling energy into achieving project goals; The team
maintains its peak performance throughout the project
• Adjourning: Attention is focus on completing the project and could include
conflicting emotions;

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The 5-stage team development

model

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The Forming stage

• Teams members uncertain about roles and expectations

• Team members try to assess themselves and others
• Reliance on strong, formal leadership
• Guidelines for a successful forming stage:
– Provide structure to the team by assigning and clarifying
task/role
– Encourage participation
– Share all relevant information
– Encourage open, honest communication among team members

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The Storming stage

• Deals with power and decision making

• Members challenge the differences in an attempt to gain
their individuality and influence
• The team members need control and sense of direction
• To help through this stage, some guidelines are:
– Assist the team members to establish methods that support the
communication of their different points of view
– Determine within the team how the team will make decisions
– Encourage members to share their ideas about issues
– Facilitate methods to resolve conflicts

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The Norming stage

• Members produce as a cohesive unit

• Functional relationships are established
• Members work collaboratively to gain and share insight
• To best facilitate this stage, some guidelines include:
– Open and honest communication about team/member concerns
– Encourage feedback
– Assign tasks for consensus decision making

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The Performing stage

• Members have learned to work together;
• Members have gained skills to define tasks, manage
conflict, and work towards producing results;
• Members are committed to the team and its goals;
• Guidelines for this stage are:
– Jointly set acceptable but challenging goals
– Continue to look for ways to promote the team’s chances to
excel
– Keep an ongoing assessment of the team
– Acknowledge each member’s contribution
– Develop members to their fullest potential

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Characteristics of high
performing teams

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Supervision tools

“The proper execution and control of the

project makes the undertaking a success
or failure”

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Supervision tools
Scale & Complexity of Projects
• Complexity and size of the project can require
different types of experience and abilities for the
Project Manager (PM) and Clerk of Works (also
referred to as Works Superitendant/Site Engineer)
• When problems arise, the process will not always
provide the solution. The human factor can tip the
scale to success or failure.
• Depending on the project the roles and
responsibilities (of PM & Works Superitendant)
can change for both these positions.

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Supervision tools

These positions utilize:

• –Adherence to the Contract Documents
• –Control Systems
• –Relationships/Teamwork
• –Accountability (Do what you say!)
• –Consistency (Industry standards & practices)
• –Responsiveness (Timely execution)
• –Following through (Making sure it gets done!)
• –Flexibility (More than one way to skin a cat!)

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Field Supervision functions

• Supervision focuses on: Scheduling,
monitoring and controlling of people &
resources, information and systems.
– Communication
– Interpretation
– Installation
– Documentation

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Project Organisation
• Supervision
▪ Project Manager (Overall, including Project Engineering)
▪ Project/Discipline/Assistant Superintendent/Supervisor (Field Installations)
▪ General Foremen, Foremen, Lead person
▪ Subcontractors
• Project Engineering
▪ Field Engineer/Project Engineer
▪ Quality Control
▪ Purchasing Agent/Contracts Administrator
▪ Vendor/Supplier Expertise
▪ Information Control/Change
▪ Payment and Costs
• Health & Safety & Environment
▪ Health, Safety Supervisor, Safety Representative
• Personnel/Accounting/Clerical
▪ Office Manager, Secretarial Services
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Project Organogram (Example 1)

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Project Organogram (Example 2)

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Roles of Project Manager

• Responsibility and Authority (Different for each
company)

– Main Client Interface

– Risk Management
– Problem Solver
– Design Coordination
– The Control of Information
– Contract Administration
– Documentation
– Change Management
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Qualities of an effective project

manager
Project management is, at first glance, a misleading
discipline in that there is an inherent logic in the
progression from formulating a project scope
statement, creating a WBS, developing a
network, adding resources, finalizing a plan, and
reaching milestones.

However, when it comes to actually implementing

and completing projects, this logic quickly
disappears, and project managers encounter a much
messier world, filled with inconsistencies and
paradoxes.

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Qualities of an effective project manager

(Larson E.W & Gray C.F 2011)

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Role of Site Supervision team

• Client Interface
• Planning, Scheduling & Control - “Building the Project”
• Tools, Construction Equipment & Inventory
• Mobilization
• Field Management & Coordination
• Temporary Controls
• Site Logistics
• Material Control & Methods
• Labour, Subcontracts, Productivity and Field Issues
• Safety/Quality
• Documentation
• Project Closure
• Demobilization 28

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Project/Site Planning and Control

Management roles & “Building the Project”
responsibilities
• Leadership • Understanding the
• Direct Coordination drawings
• Teamworking • Project layout and
• HSE/Quality vertical control
• Managing • Logistics
Subcontractors • Planning and
sequencing
• Understanding the
construction methods,
materials and process 29

Controls

Labour

Project Permanent
Construction Equipment/
Equipment Controls Materials

Subcontracts

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Labour, Subcontracts,
Productivity & Field Issues
• Labour - Leadership and management of craft foremen and
crafts people to build the project.
• Subcontracts - Coordination and management of
subcontractor’s work force for the project based on scope of
work and plans/specifications.
• Productivity - Meeting the time and money constraints of the
project.
• Field Issues
–Interpretation of Plans/Specifications
–Proper Field Installations
–Field Documentation
• As-Built Drawings
• Extra Work
• Claims and Other Charges

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Health & Safety

Safety Quality Control

• Accident Prevention • Follow industry

• Enforcement of safe methods and
work practices. procedures.
• Follow OSHA and • Inspection and
safe work practices. control requirements.
• Safety awareness • Assure quality
and productivity. construction

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Project Closure &

Commissioning
• Finishing the job
• Snag-List Completion
• Commissioning
• Request for Substantial Completion
• Handover and Close-Out
• Demobilization

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Procurement and Stock Control

• There are instances when the parent organisation
lacks a procurement department. In such instances,
the project can take over the procurement function.
• In some project-based organisations, a high proportion
of the total expenditure is channelled to purchase of
materials, contracts for works and services etc. In
such instances, procurement should be within the
control of the project or program management
• department within the parent organization, the project
can take over the procurement
• function.

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Procurement

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Key steps in procurement

• Procurement budgets (confirmation of funding)
• Procurement initiation (user department)
– Preparation of TORs for services
– Preparation of bidding documents (works)
• Publication of Requests for Expressions of Interest
(Services) and Invitations to Bid (Works)
• Bid Evaluation
- Technical
- Financial
• Negotiations & Contract Award

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Procurement guidelines
• PPDA
• World Bank
• AfDB
• KfW, AfB etc.

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Site Documents & Reports

• Documentation is critical for the successful
delivery of projects
• Planning phase: Feasibility study reports,
preliminary design, procurement strategy,
detailed design reports, drawings etc;
• Execution phase: design standards, method
statements, QA/QC documents etc, project
accounts, monthly progress reports;
• Project closure: As built drawings, snag list
report, documentation of project
results/achievements;
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Project Reports – Design Phase

Progress Reports Technical Reports
1 Inception Report Design Base (Criteria) Statement
2 Project Quality Control Plan Environmental and Social Scoping
Report
3 Monthly Progress Reports Final RAP/Valuation for
Compensation report approved by
the Chief Government Valuer
(CGV) and World Bank/IDA
4 Draft Environmental and Final Environmental and Social
Social Impact Assessment Impact Assessment Reports and
(ESIA) and RAP Report Resettlement Action Plan
5 Draft Detailed Design Final Detailed Design Report, and
Report and bidding Bidding Documents
documents

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References
Turner J R (2009) The Handbook of Project Based Management, 3rd
Eds. McGraw Hill Companies
Held, T (2009). Project Management. Lecture Notes. Hamburg
University of Technology (TUHH), Germany
Project Management/Supervision – Responsibility and Control Lecture
12 Notes
http://classes.sdc.wsu.edu/classes/cstm102/lectures/Lecture%2012
%20-Project%20Management-Field%20Supervision.pdf

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