CPCCBC5005

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Table of Contents
Knowledge Test...................................................................................................................................1
Assessment Task 2 - Unit Project.........................................................................................................19
Activity 1: Selection of sub-contractors commercial building project................................................20
Part 1. Subcontractor requirements and management plan for flooring sub-contractor.................21
Part 1.1 Benefits of using subcontractor for flooring job.............................................................................................21

Part 1.2 Subcontractor requirements for the areas in which subcontractor is required........................................................22
Part 1.3 Explain how to manage, prioritize, and document the subcontractor requirements................................................22
Part 1.4 Task analysis for the areas being conducted...................................................................................................23

Part 1.5 Subcontractor Structure...................................................................................................................................23

Part 1.6 Legislative requirements, workplace obligations and subcontractor rights............................................................24

Part 2. Review of existing HVAC subcontractor..................................................................................25

Part 2.1 existing subcontractor’s areas of expertise..............................................................................................................25
Part 2.2 Previous performance..............................................................................................................................................26
Part 2.3 Strength and weakness evaluation...........................................................................................................................26
Part 2.4 Management Plan....................................................................................................................................................26

Part 3. Terms and Conditions...............................................................................................................27

Part 3.1 Develop terms of engagement and scope of operations..........................................................................................28
Part 3.2 Conditions to be met................................................................................................................................................28

Activity 2: Selection and engagement with sub-contractor.................................................................29

Part 1....................................................................................................................................................31
Part 1.1 Engagement strategies and processes to meet the project timelines.......................................................................31
Part 1.2 Selection Process....................................................................................................................................................31
Part 1.3 Selection Criteria...................................................................................................................................................32
Part 2 Perform Bid Evaluation..............................................................................................................................................32
Part 2.1 Notification of result................................................................................................................................................33
Part 2.2 Commencement, induction and pre-engagement requirements.............................................................................33
Part 2.3 Performance Parameters..........................................................................................................................................34
Part 2.4 Subcontractor performance....................................................................................................................................35

Activity 3: Role play...............................................................................................................................37

Part A Presentation...............................................................................................................................38
Part B Roleplays..................................................................................................................................41
Roleplay 1.............................................................................................................................................................................41
 Roleplay 2.............................................................................................................................................................................42

Assessment Task 2 - Unit Project

Scenario:
Assume, you are the Sub-Contracts Manager working for a construction company named A2Z Construction Pte
Ltd. You are responsible for the selection and management of the subcontractor resources for A2Z. Presently, A2Z
are building a three-storey commercial building in Perth, Western Australia (WA) with approx. 4500 m 2 of carpet
area. This is purely an office building and doesn’t include any other building classes like Class 6, 7, 8 or 9 (as per
NCC).

A2Z have the capability to perform most of the construction works except the following tasks (which thus need to
be subcontracted):

a. Heating Ventilation and Air-Conditioning (HVAC)

b. Electrical Wiring
c. Security System
d. Carpeting
Even though A2Z have the resources to perform the flooring works, the company’s management has requested
you to evaluate the advantages / disadvantages of using a subcontractor.

Activity 1: Selection of sub-contractors

commercial building project
Your task In this task, you need to prepare a report for selection of sub-contractors for the
commercial building project. This report needs to be completed in three parts and
student needs to explain the tasks for which A2Z needs to hire subcontractors. While
explaining each part ensure that all the criteria’s specified under the part are
addressed/explained. The word limit for each part is specified in the task.

While preparing the report the student needs to perform online research as well as
contact the industry professionals and elaborate the scenario to them. For the activity 2,
student should develop/explain the scenario as realistic as possible.

 Determine the subcontractor requirements and management plan for flooring

sub-contractor. (600-650 words)
o Benefits of using subcontractor for flooring job.
o Identify the subcontractor requirements for the areas in which
subcontractor is required.
o Explain how to manage, prioritise, and document the subcontractor
requirements.
o Task analysis for the areas is conducted
o Subcontractor structure
o Legislative requirements and how to manage the above elements
 Review of existing HVAC subcontractor (300-350 Words)
 o Identify existing subcontractor’s areas of expertise
o Specify the previous performance of this subcontractor
o Review subcontractor performance based on anecdotal data and
identify their strength and weakness.
o Suggest a plan in which the subcontractor can meet the contractual
obligations.
 Terms and conditions for the subcontractor engagement for flooring sub-
contractor (200-250 Words)
o Develop terms of engagement and scope of operations.
o Identify the conditions to be met under the terms of engagement and
periodical review criteria.

You will be Complete the following Template and submit to your Trainer/ Assessor.
required to
complete and/or
attach.

Part 1. Subcontractor requirements and management plan for

flooring sub-contractor
Part 1.1 Benefits of using subcontractor for flooring job.
1. Project assessment

Again and again, many supervisors and business people tragically underestimate the task of building a deck. However, this
is actually a very sad and expensive tax. Hard Surface Workers can help you choose the right type of decking material to get
the perfect quantity and design at the right cost. We can also offer surface materials suitable for showcases. It is not a task
that you can do yourself.

2. Simplified planning

After helping you choose the right floor space for your structure that fits your budget, an experienced deck project manager
can come up with a plan that gives you a good idea of how to complete the course. They also provide you with a reasonable
timeline between the start of the connection between the agencies and the planning time. In the same way, they change the
schedule according to their schedule and your organization, so the cooperation of the whole association is helpful for your
business practices.

3. Availability

Either way, assuming a highly efficient layout, you can add to the cost and time involved as well as transportation problems
and other inherent problems that can happen in surprising ways. There are many external variables. Renting a Spice Base
keeps you cool throughout the deck system and limits your chances of surprises. As a department store, Deck Project Chief
helps you focus your plans and spending plans.
4. Useful Efficiency

Other than helping you with arranging and stay on track, a local deck laborer for recruit will moreover offer pre-foundation
assist with loving the clearing of existing ground surface or furniture to help with diminishing any additional unsettling
influences inside your business. A close by ground surface undertaking specialist will guarantee that the errand gets
completed the suitable way so you and your staff can get back to business rapidly. The undertaking laborer will make
arrangements for you each and every progression of the deck foundation process so all that will go as organized in a capable
manner.

5. It defends your hypothesis.

The introduction of flooring is actually a big guess that should be done properly and safely. In fact, the land adds to the
general value of the asset in case it has to be sold later. This is important for everyone involved in the real estate exchange.

Part 1.2 Subcontractor requirements for the areas in which subcontractor is

required.

 When to hire a subcontractor

Think about the scope of your work. Remember, subcontractors are skilled professionals. They
are professional professionals. While you can observe subcontractors for virtually any scope of
work, there are some areas of general subcontractors to watch out for. Large GCs usually
recruit subcontractors for one-off drywall or hands-on jobs and everything in between.
However, much more modest GC companies recruit mechanical, electrical, plumbing (or MEP)
and underground services and primary steel and glass contractors. If one of your development
projects involves this type of work, hiring a subcontractor is a sure thing.

 Subcontractor prequalification process

Whenever they have an RFP out on some exchange locales or papers, most GCs have their
subcontractors go through the subcontractor prequalification process. Like that, any
subcontractor they work with satisfies their guidelines and assumptions. Despite the fact that
prequalification processes shift from one GC to another, there are a couple general structures
and inquiries to incorporate. We have a few proposals for you.

 Subcontractor financial summaries

Numerous GCs ask the subcontractors who need to work for them for a couple of long
stretches of outsider arranged budget reports for the organization. As indicated by The
Horton Group, this normally assists the GC with realizing that the business they're
 managing is authentic, what their capital is, their obligation to-imbalance proportion, and
records receivable and payable. Basically, you're taking a gander at these numbers to
ensure they're practically identical to different subcontractors in the field. All things
considered, you need to work with a genuine organization for your task. You genuinely
should be forthright about maintenance. Most GCs will clutch 10% of a subcontractor's
compensation until the gig is finished or a year later to cover any unanticipated issues
post-development. While this is typical practice, it is generally smart to declare it (and the
compensation structure) almost immediately.

Part 1.3 Explain how to manage, prioritize, and document the subcontractor
requirements.

Announce your supporters

Before evaluating or requesting a quote from a subcontractor, ensure that the subcontractor is willing to complete the
physical and financial work. Research qualified subcontractors beforehand to deal with those least familiar with the scale
and scope of your operation. On a spinning site, you can have up to 12 pre-skilled electrical enterprise workers, but for this
particular estimate, only 6 people can complete the job. Here are 6 things to do with your financial planning:

recognize the signs

Project staff are usually not met when a problem arises. Needs can ripen just below the surface, make it work, and stay on
time. This means that you need to focus on each subcontractor to check for signs of problems and the risk of failure.

make a plan

You need to set it aside and work with them to resolve this issue until you find it yourself or a subcontractor comes to you
anyway. When you understand what the problem is, you want to know why. Check if any of the subcontractors do not meet
the prerequisites or if the supplier delivers the materials on time. In case they're having trouble paying, make sure the
problem isn't that you're not paying them enough or on time for work completed.

Put it in a contract

Make sure your understanding solidifies the actions that outline your options for improving the work, suspending the
selection of subcontractors, or terminating the contract. Non-compliance with requirements must obviously be covered, but
several circumstances may need to be consolidated, for example by referring the parties to their subcontractors and
suppliers. The concept should also consolidate the right to compensation for all reasonable costs incurred. It would be really
smart if you really wanted to step in and take action.

End of the contract

Entering into a subcontract requires careful consideration and should be used as a last resort. Blackouts are usually the most
annoying option for monitoring a subcontractor's defaults. If you subcontract, you will have to try again. This delays the
reservation and is more expensive than other options.
Part 1.4 Task analysis for the areas being conducted

Conduct and manage task analyses to identify competences from the nature of the work to be done and
organizational structure.
Vinyl tiles can be placed over old hard vinyl floors. If the old floor has an uneven surface or has several marks
and cuts, smooth the degreasing layer on the decorative flat surface with a straight-edge scoop. This creates a
smooth surface and holds the new tile over long distances while waiting for the outer layer of the old floor. Clean
any damaged or healthy vinyl floors.

Classes that need infrastructure

If dealing with an old floor is very unpleasant or cruel and the floor hurts so much that you try to think about
using a designer aligner, cover it with an additional layer of paved wood substructure. Unless the corresponding
code is large, 1/4 inch. BC Compact offers a good basis.

Production of vinyl and parquet floorboards

1. Lay out the tiles

2. Use the roller

3. Tile cutting and promotion

4. Ct and Tile Adjustment

5. Use of grout

After foundation

• To clean

• Add topping

Let it dry

Part 1.5 Subcontractor Structure

Determine the type and number of subcontractors and develop a formal subcontractor structure for the project.
 Commercial Building project:
A2Z

Sub Contractors Internal Team

Head of Heating Ventilation

Head of Security System
and Air-Conditioning (HVAC)
Contractor
Contractor

Head of Carpeting Head of Electrical Wiring

Contractor Contractor
Part 1.6 Legislative requirements, workplace obligations and subcontractor rights.

Research industrial relations legislation and contract legal matters to clarify workplace obligations and
subcontractor rights that impact on operations.

The ABCC is responsible for enforcing Commonwealth workplace relations legislation in the building and construction
industry. These cover things like:
 wages and entitlements
 unprotected industrial action
 freedom of association
 coercion
 discrimination
  sham arrangements
 unlawful pickets
 right of entry

 in regard to obligations of workplace, PCBUs should provide access to first aid; ensure emergency plans are in
place and made known to workers; manage risks associated with airborne contaminants, flammables and
combustibles; manage slips, falls and risks associated with falling objects.

 In regard to rights of sub-contractors, independent contractors are able to seek relief if they perform work on terms
that are ‘unfair’ or ‘harsh’. An independent contractor also may be eligible to access remedies under the
Commonwealth unfair contracts system

Part 2. Review of existing HVAC subcontractor

o Identify existing subcontractor’s areas of expertise
o Specify the previous performance of this subcontractor
o Review subcontractor performance based on anecdotal data and identified their strength and
weakness
o Suggest a management plan for each subcontractor to enhance their ability to meet contractual
obligations, you should explain what should be included in the plan and why.

Part 2.1 existing subcontractor’s areas of expertise

• Heating or air conditioning repairs, problem analysis and investigation

• Build a heating or air conditioning system
• Canal cleaning management

Part 2.3 Strength and weakness evaluation

Review subcontractor performance based on anecdotal data and identified their strength and weakness

STRENGTH The subcontractor has a decent work experience and solid undertaking the executives experience.
 Generally, convey good outcomes on time and furthermore regard his responsibilities.
WEAKNESS The expense is higher than different workers for hire and the cycles for the most part take more time, it's
not as adaptable.

Part 2.4 Management Plan

Suggest a management plan for each subcontractor to enhance their ability to meet contractual obligations, you
should explain what should be included in the plan and why

A subcontractor management should include the following details:

• Capacity check (quality check)

• Protection of the welfare and safety of the board of directors
• security policies
• Projection of the board (execution)

Subcontractor Work Distribution: allocation/distribution of work among the project’s subcontractor team
Quality Assurance: the key areas that may be utilized for measuring teammate performance, including the staffing,
financial, technical, and management areas.
Financial: significant market, capacity check and projection of board.
Technical experienced, deliver quality work and managing evenly
Management: risk the board where execution issues are accounted for to the venture the executives and change
the executives that portrays the control and exercise of all subcontract change or adjustment activities.
Communications and Problem Resolution:
Realized extensive multifunctional development
The first step to a successful competition is to set up a versatile field management device, including field
management tools and programs, for each foreign expert. However, there may be additional upfront costs, and
expanded compatibility and implementation is well worth it.
Part 3. Terms and Conditions

Part 3.1 Develop terms of engagement and scope of operations

 All costs are VAT free.

 Costs are usually net M.C.D., unless otherwise indicated.
 The cost remains constant for some time.
 The instalment period is usually 28 days from the end of the month, except as otherwise
specified. Working with other clients, Nationwide Flooring Contracts Ltd. will determine the
expected burial before work begins. The resulting contract may also vary depending on the
location of the store.
 If you do not pay us by the agreed date, we may.

a) All. Insurance premiums are charged at the rates set out in Article 6 of the Trade
Debt Arrears Act 1999.
b) Decisions are (consistently) made from the date of receipt until the instalment.
c) Compound interest is calculated on the principal day of each month
d) By decision (unless the court orders in any case).
e) a one-time lump-sum fee guaranteed to you under S.5A of that Act to cover the
additional cost of the credit check

Scope of operations
The management of the activity deals with the change of contributions
revenues, the use of real assets, to provide ideal services
customer in meeting other relevant objectives
honesty, skill and acceptance. It separates him from
various capacities such as staff, promotions, finances, etc. as per your requirement
engage in many change through the use of real assets’.
The following are the exercises included in the Production and
Activity management options:
1. Office space.
2. Plant formats and Material Handling.
3. Item Design.
4. Process Design. 5. Creative planning and control.
6. Quality control.
7. Material management.
8. Healthcare management
Part 3.2 Conditions to be met

Identify the conditions to be met under the terms of engagement and periodical review criteria.

Condition 1 subletting: In preparation for the actions of sub-project employees

appointed by the primary project employees, this clause is mentioned
when developing the contract status.

Composite permission to choose which sub-project employees should be

inherited from the owner. The main operator of the project must be
considered responsible for the complete implementation.

Condition 2 Compensation for bad work: Assuming that any work has been done by
a hired worker with unstable, incomplete or unskilled work, or with
substandard materials or in accordance with the contract, the hired worker
is obliged to diagnose work anomalies at his own expense and correct any
defects. Materials or objects recorded on paper by the chief engineer.

Condition 3 Support Period

The project worker will be liable for any harm or any deformities saw inside the
recommended upkeep time of 90 days (a half year if there should arise an
occurrence of street work). The work will when practicable after the lapse of the
upkeep time frame be given over to the architect in-control in great and wonderful
conditions. assuming any harms, abandons, blemishes become evident in it from
the equipped date of initiation for the rest of the support time frame, the worker
for hire will make great same at his own costs, or in default, the designer in
control will be qualified for complete such work by different laborers and deduct
the cost from any aggregates that be because of the worker for hire or from his
security store. Any fee charged for these permits shall be the responsibility of the
Contractor

Students might also consider:

 scope of services
 duration
 price and payment
 work on company premises
 licences
 contractor’s personnel
 company representative
 acceptability of services
 standard of services
 acceptance and extensions of time
 indemnity
 insurance
 performance security
 claims and liens
 termination
  variations
 company supplied materials
 assignment & sub-contracting
 entire agreement
 settlement of disputes
 governing law
 notices

Activity 2: Selection and engagement with sub-

contractor
This activity is a continuation from the previous activity.

Your task. In this task student needs to contact and perform research on any three (3) companies
(potential sub-contractors) who provides HAVC services in building construction. In this
project student need to select an HVAC sub-contractor.
PT.1: Develop the criteria for the selection and engagement of the subcontractor.
In this part student needs to develop the strategies for the involvement of the HVAC
contractor and implement the selection process. This should include
a) Engagement strategies and processes to follow to meet the project timelines.
b) Process to be followed for selection and engagement of subcontractors.
a) Develop a ten (10) point criteria/checklist for the evaluation of the HVAC sub-
contractor
PT.2 Perform Bid Evaluation
Having developed the scope of work and evaluation criteria, ask the three identified
HVAC service providers to submit their techno-commercial bid for the project. Student
needs to provide a bid tabulation form for the selection of the subcontractor
Develop or use the following bid tabulation using the criteria developed in the PT.1 and
fill the form by specifying terms such as comply / not comply. Identify the contractor
who is complying with all the criteria. The contractor who complies all the criteria will
be the successful one. If multiple contractors comply with the technical criteria, then
further evaluation to be performed based on the cost and schedule.
Having performed bid-evaluation, you need to now perform the following task:
a) Specify the notification for the successful and unsuccessful tenders (In 30-50
Words)
b) Identify the processes for the commencement, induction and the pre-
engagement requirements
c) Develop and list the parameters for performance of the subcontractor and
compliance with the contract requirements.
d) List the areas in which the strategic information about the subcontractor
performance is required.
Based on the research you conducted, you need to complete the below templates. Most
 of the task is related to listing the criteria. Add rows as required or use additional sheets
as required. You must complete the provided templates format to be successful in this
assessment task.
PT.3. Write an email (in the blank space provided) addressed to HVAC Professionals
Pty. Ltd., a HVAC consultancy to fix an appointment to discuss about the following:
(You must write email in 100-150 words and send it to your trainer/assessor)

 Performance review outcome

 Feedback and appeal system information’s to challenge the review outcomes
You will be You will be required to complete the provided templates and submit them to the trainer
required to for assessment.
complete.

Part 1
Part 1.1 Engagement strategies and processes to meet the project timelines
Commitment is likewise significant on the grounds that correspondence should be steady and clear for the undertaking to be
executed effectively. Assuming workers are locked in, the undertaking plan will run considerably more easily because
they'll be open to talking and teaming up with other venture colleagues on a continuous premise.

 Set an unmistakable vision and task objectives

 Entrust your group with testing tasks
 Engage the group to decide
 Share progress on a continuous premise
 Give social and primary assets
 Eliminate obstructions

 Show appreciation for your collaboration

Part 1.2 Selection Process

Process to be followed for selection and engagement of subcontractors

With competitive offers, the development test usually appears on the last sensitive aggregate submitted by the
subcontractor's subcontractor.

Client. Since the least delicacy is the determinant that works in traditional throat amputation conditions (Vilutiene,
2008), the evaluator must select the appropriate delicacy subcontractor as well as the supply. It works well even
during real business development, but the added cost savings for key employees due to the possibility of a job
winning the bid. Therefore, a sensitive subcontractor's decision should be based on a joint evaluation of several
models, including past practices, reasonable experience, a history of over-evaluation, and financial reliability. This
assessment is usually based on instinct and previous experience. During many changing subcontractors and short
sensitive periods, this step can be an ordeal, especially for non-practising evaluators. As per Shaiu et al (2009) and
Vilutiene (2008) cost is the critical rule for customary subcontractor and provider choice. Anyway, this disregard
the quality, time span and different elements that are fundamental for acquisition process. The cycles comprise of a
wide scope of models for which data is both subjective and subjective (Okoroh and Torrance,1999). A few types of
choice measures for choosing subcontractors and providers are not known to the external world (Cook and
Williams,1998).However CIB (1997) recommends that subcontractor and provider ought to be chosen through a
proper interaction like rivalry, discussion or through collaborating as well as joint adventures. It further
recommends that standards of good practice be noticed, to incorporate among others:

• Clear techniques that guarantee fair and straightforward rivalry among all subcontractor. • The bidding process
that intentionally lists several eligible bidders.

• Similar settlement terms are used to bypass or bypass the system.

• Formal agreement bodies should be used if any

• Cooperation of all meetings must be guaranteed.

Part 1.3 Selection Criteria

Develop a ten (10) point criteria/checklist for the evaluation of the HVAC sub-contractor
Sr No Selection criteria
1. Effective on-site supervision
2. Job site maintenance
3. Adequate management of delivered material
4. Adequately anticipate problems
5. Effective cooperation with department
6. Adhere to relative plans
7. Insurance
8 Efficient in use of own personnel
9 Timely progress
10 Maintain required environmental standards

Part 2 Perform Bid Evaluation

Complete the evaluation form for 3 applicants for the project using the selection criteria developed in Part 1.3
Identify the contractor who is complying with all the criteria. The contractor who complies all the criteria will be
the successful one.
Check the box if the specific selection criterion is met.
Template for Bid Tabulation
Sr. No Performance Criteria Company-1 Company-2 Company-3
1. Reasonable and competitive ☐ ☐ ☐
price
2. Quality assurance ☐ ☒ ☐
3. Compliance with legislative ☒ ☒ ☒
requirement
4. Financial capacity ☒ ☒ ☐
5. Capacity for innovation ☒ ☒ ☒
6. Project management experience ☐ ☒ ☐
7. Insurance ☐ ☒ ☒
8. Cooperative contracting and ☒ ☒ ☐
 partnering and its commitment
to deliver satisfactory results
9. Workplace health and safety ☐ ☒ ☐
management
10. technical capability to ☐ ☒ ☒
successfully undertake projects
in the categories

Part 2.1 Notification of result

Develop a notification for each party to notify the results of the selection process.
Congratulations-The Evaluation Committee responded to the questionnaire on the
Successful
recommendations obtained using the weighted rules listed in the subject line of the
applicant Request for Proposal (RFP). We will inform you that your offer has received the highest
score from the judges. We will contact you shortly to conclude contracts for these
divisions. We are very grateful for your suggestions. We look forward to working with
you.
Thank you for your application. We know the incredible time and effort you have put into
Unsuccessful
the shows and we regret to inform you that we have a contract with another company. We
applicants are definitely pleased that your company offers our future investments and we greatly
appreciate your suggestions.

Part 2.3 Performance Parameters

Develop and list the parameters for performance of the subcontractor and compliance with the contract
requirements using the template in Part 2.4
Part 2.4 Subcontractor performance(This is exactly the same as the examples please do again))

Collect strategic information regarding subcontractor performance within the collection parameters and terms of
confidentiality and security.

Criteria List with Description.

Yes, the subcontractor has been proactively supervising the work

progress and quality onsite. Also, they have a material management
system that coordinates the usage and delivery of the materials from
Criteria 1) Did the subcontractor
suppliers.
provide effective on-site
supervision, job site maintenance
and adequate management of
delivered materials and supplies?

Criteria 2) Did the subcontractor Yes, the subcontractor adequately anticipating the problems. He always
adequately anticipate problems looking to solve problems and made effective decisions.
and adjust altered requirements?

Yes, he always interacts with other department and make sure about work
Criteria 3) Did the subcontractor and discuss about critical path to getting job done.
effectively cooperate with
department personnel on project
matters?

Criteria 4) Did the subcontractor Yes, he always prepares his representatives first
always have the responsible
representatives available for
instruction and decision making?

Criteria 5) Was the subcontractor Yes, he always utilizes his personnel for getting job done.
efficient in their use of their own
personnel and equipment?
Activity 3: Role play
Your task. Part A: (Presentation which includes a minimum of 7 slides)
This task is in continuation for the UAT2 and UAT3. You are required to do a
presentation related to selecting and managing building and construction contractors.
Presentation should have minimum 7 slides.

 PN-1 Criteria to review subcontractor performance.

 PN-2 Areas to improve subcontractor performance
 PN-3 Performance review outcomes
 PN-4 Feedback and appeal process
 PN-5 Remedial or disciplinary actions

Part B: (2 Scenarios in which students are to perform the role-play)

This task requires the student to participate in a role-play as per the instructions provided.
One student should act as a main contractor in all the scenarios and the other students
should take the other roles specified.

You are required to handle the situation with other team members (up to a team of 3-5
students)

RP.1: In this role-play, HVAC subcontractor performance has been reviewed and you
observed that they are running late on schedule. Make an appointment with the
subcontractor and explain to the subcontractor that this is not acceptable and ask for the
alternatives/solutions they can offer to bring the project on schedule.

After this meeting record the minutes of the meeting and specify the actions to keep the
project on track.

RP.2: In this role-play, you need to demonstrate how to take a disciplinary action against
the plumbing subcontractor. There were some serious safety breaches from the
subcontractor. Even after repeated warning they haven’t corrected it. The management had
decided to terminate the contract with the plumbing subcontractor.

Demonstrate the scenario by you acting as the PM of the main contractor. Another
student /cohort to act as the representative of the plumbing sub-con.

Specify the outcome of the meeting.

Students are expected to ask questions and the person acting as administrator is to answer
the questions.
You will be You are required to conduct the presentation and your trainer will observe your
required to performance and complete the following performance criteria checklist.
complete.
Timeframe You need to complete this role play in 10-15 minutes and your trainer will provide you
additional time if required.
Part A Presentation
You are required to do a presentation related to selecting and managing building and construction contractors. Presentation
should have minimum 7 slides.
 PN-1 Criteria to review subcontractor performance.
 PN-2 Areas to improve subcontractor performance
 PN-3 Performance review outcomes: Discuss performance review outcomes with subcontractors on a confidential and
equitable basis.)
 PN-4 Feedback and appeal process: Introduce and manage feedback and appeal systems to ensure that subcontractors
can challenge review outcomes.
 PN-5 Remedial or disciplinary actions: Undertake remedial or disciplinary action against the subcontractor in
accordance with organizational policy and operational guidelines where appropriate.

Example is completed as a reference

Part B Roleplays

Roleplay 1

In this role-play, HVAC subcontractor performance has been reviewed and you observed that they are running late
on schedule. Make an appointment with the subcontractor and explain to the subcontractor that this is not
acceptable and ask for the alternatives/solutions they can offer to bring the project on schedule.

After this meeting record the minutes of the meeting and specify the actions to keep the project on track.

Q 1. MEE T ING MINUT E S

Location Office

Date 4/28/22

Attendees 2

Time 1pm
 Agenda Items Project schedule running late

The objectives were to identify the various types of delays and the examine the reasons for project delays. The evaluation of the
existing methods for delay mitigation and demonstration of the ability to prevent delays and solve problems. The reason
responsible for causing delays are tackled by utilizing the knowledge gained in the various modules and applying them through a
scientifically acceptable research methodology.

Deferrals can be forestalled by applying strategies which can be executed from the project initiation itself like preparation and
breaking down the prerequisites exhaustively which will permit the planning of assets. The gamble can be distinguished to permit
the assessment and portion of works which is expected to be modularized. Heightening of issues at the fitting times additionally
guarantees that the deferrals can be forestalled. The anticipation of deferrals is conceivable when all the undertaking partners fill
in as a group to guarantee the progress of the task. The client must utilize a proactive specialist, freeze the plan and subtleties
before the beginning of the task, furthermore, utilize great rumoured workers for hire for the task.

Actions to keep the project on track Owner(s) Deadline Status

Staffing plan re-adjustment: to make sure that work John Doe 5/04/2022 In progress
is allocated to experienced workers
Liaise with the material supplier and sync the John Doe 10/04/2022 In progress
demand and delivery to avoid any delays.
Extend work hours daily to catch up the schedule John Doe 11/04/2022 To be implemented

Q 2. SUMMRIZ E TH E ME ET ING

This was about the delay in project schedule and figured out the causes for delays then, after discussing all the aspects
they decided how to overcome these delays.

The suggestions for overcoming delays are following,

 Detailed site investigations.

 Careful monitoring and regular meetings.
 Effective site management.
 Collaborative working and effective coordination.
 Careful scheduling.
 Full commitment to the project by all parties.
 Roleplay 2

In this role-play, you need to demonstrate how to take a disciplinary action against the plumbing subcontractor.
There were some serious safety breaches from the subcontractor. Even after repeated warning they haven’t
corrected it. The management had decided to terminate the contract with the plumbing subcontractor.
 Demonstrate the scenario by you acting as the PM of the main contractor. Another student /cohort to act
as the representative of the plumbing sub-con.
 Specify the outcome of the meeting by completing the meeting minutes below.
 Students are expected to ask questions and the person acting as administrator is to answer the
questions.

Q 1. MEE T ING MINUT E S

Location Office

Date 28/4/22

Attendees Student Name, Name of Contractor’s head John Doe

Time 3pm

Agenda Items Termination of contract

The seriousness of the safety breaches is stated and acknowledged by both parties.

Notified the plumbing subcontractor the decision of contract termination.

Informed the contractor appealing process and procedures if they believed otherwise.

QUESTIONS ASKED IN THE MEETING RESPONSE

Mutual Release of Claims:
Which part of work completed can be accepted? When all the plumbing task will be completed

When can the final payment be made to the After 1 week

contractor after the termination?

What are the remaining obligations of each party? Finalizing on-site work, such as preserving the work,
demobilizing the crew, and delivering the existing materials
and equipment

Any legal consequence of the termination? None

Q 2. SUMMRIZ E TH E ME ET ING

This meeting was about terination of plumbing contract as after giving multiple warning they didn’t complete
their work and now we terminating the contract.