SITE MANAGEMENT 1(BLD 209)

ACTIVITIES INVOLVED IN SITE ADMINISTATION

Site administration implies the project management, staff, workers and all types of
resources / management functions like; preparation of schedules, forecasting materials
requirements, processing and ordering, storage and handling, etc. In other words, site
Administration involves task such as issuing technical plans and instructions or
conducting on site inspections.

PRINCIPLES OF ADMINISTRATION AND CONTROL

The basic and important aspect of administration is known as the principles. These are
the points to be retained, in order to ensure that the administration is able to work
appropriately.

They are very important to statutorily and successfully manage an organization or site.
They are also guidelines which help the administrators to follow and aids in
simplifying the process of administrations; the different principles of administration
are:

 HIERARCHY- There is a hierarchy in every administration. This may change

from place to place and organization to organization / site to site; but the basic
principles of hierarchy remains the same. Usually, the hierarchy is in the shape
of a pyramid with the leader of the organization or the head is at the top and the
support staff on the lower part of the pyramid.
 CONTROL-The decision making and various controls are made usually by the
various heads of the departments in an organization that has many departments.
The final decisions on matters that concerns the organization are finally made
by the board or the management led by the chairman. In smaller organizations
the decision are made by the head of the organization
 UNITY OF COMMAND- Each employee should be answerable to only one
person. If there are two different people who someone needs to answer, then
there will be confusion and the employee will not be able to work to the
maximum of his ability.

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  DELEGATION OF AUTHORITY- Here, the head of the organization divides
the authority to various heads in the organization. This makes more people
accountable and also helps the management of the organization easier.
 SPECIALIZATION- Each employee should be made to do a particular kind of
work. If he is made to do many different kind of work, then the individual will
not be able to concentrate on a particular kind of job leading to efficiency.
 OBJECTIVE- Here, the organization should have an objective and the
employees and, the management should strive to achieve these objectives,
which helps them to grow.
 CENTRALIZATION AND DECENTRALIZATION –The authority if help
by the people at the top of the organization, is known as centralization, while
Decentralization is when the authority is delegated at various levels. The
organization should have a right balance of both of these to function in an
optimal manner. These are the important/vital principles of administration that
should be followed for the organization to function effectively.
Below shows the typical pyramidal management structure with the nature of
control exercised at each level.

CORPORATE MANAGMENT STRATEGIC CONTROL

DIRECTOR

PROJECT MANAGMENT DIRECTIONAL

PROCESS MANAGEMENT GENERAL MANAGER / PROJECT MANAGER ADMINISTRATIVE CONTROL

OPERATIONAL MANAGER OPERATION

MANAGEMENT CONTROL

SUPERVISOR

NATURE OF MANAGEMENT MANAGEMENT LEVEL NATURE OF CONTROL

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The benefits, which can be derived at each level of management through an effective
control system, are outlined below:

(A) OPERATIONAL CONTROL AT MANAGERIAL LEVEL. It improves

productivity by:
(1) Minimizing unproductive man hours.
(2) Preventing wastage of materials.
(3) Economizing plant and machinery utilization.
(4) Reducing activity execution time.
(B) ADMINISTRATIVE CONTROL AT MANAGERIAL LEVEL. It assist in
ensuring project organizational efficiency and effectiveness by:
(1) Updating the work quantities status and determining the balance scope of
work.
(2) Analyzing project time status and its implications on project time objectives
(3) Evaluating production cost status and forecasting future trends
(4) Calculating income status and forecasting cash inflows.
(5) Computing budget status and forecasting cash inflows.
(6) Computing budget status and analyzing the implications of variances of
future expenditure.
(C) DIRECTIONL CONTROL AT GENERAL MANAGER’S/PROJECT
MANAGER’S LEVEL. It helps in formulating and directing policies for
achievements of project objectives through:
(1) Analyzing project time cost behaviour and making decisions on the saving
when required.
(2) Reviewing project cost and profitability, and making profitability
improvement decisions concerning wastages reduction through rigorous
cost control, value engineering techniques, cost benefit analysis, worker’s
incentive schemes and alternate methods of construction which cost less.
(D) STRATEGIC CONTROL AT CORPORATE LEVEL. It provides information
that can assist management in formulating corporate strategies by:
(1) Determining overall profitability.
(2) Budgeting and allocating funds and resources.
(3) Updating the company’s planning norms and unit rates for securing future
works.

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 EFFECTS OF EFFICIENT SITE ADMINISTRATION
A construction organization’s performance can be measured and outlined in many
different ways. Two of the most common ways are in terms of efficiency and
effectiveness. There is a considerable difference between these two concepts.

EFFICIENCY- It has to do with the ability to “get things done accurately” it is a

mathematical concept, the ratio of output to input. An efficient manager is one who
achieves higher outputs (results, productivity performance) relative to the
inputs(labour, materials, money, machine and time) needed to actualize them. In other
words, a manager who can minimize the cost of the resources used to attain a given
output is considered efficient. Or, conversely, a manager who can maximize output for
a given amount of input is considered efficient.

EFFECTIVENESS- Effectiveness structurally, is the ability to “do the right

things”, or to get things accomplished. This includes choosing the most appropriate
objectives and the most efficient methods of achieving the stated and targeted
objectives.

That is, effective site managers/administrators, select the right things to do and the
“right methods for getting them accomplished. For managers; the pertinent question is
not how to do things right, but how to find and get the right things to do, and to
concentrate on resources and efforts on them”.

It employs a clear communication process with milestones.

It prioritizes the interface issues between design disciplines.

It equally makes a sufficient number of decisions proportionate to the stage of work.

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 SITE MANAGEMENT FUNCTIONS

Site management functions with respect to:

SCHEDULING: This is the fitting out of the building program to either a bar chart or
network, taking into consideration the interrelationship of operations and any fixed
dates which have been superimposed on the schedule. It is worth nothing that planning
by the Critical Path analysis methods enables two decisions: One concern
relationships, others time. These can be separated, other planning methods, such as the
time and progress schedules and Bar Chart or Gantt chart, require these decisions to be
made simultaneously. This separation constitutes one of the advantages of using
Critical path analysis when planning.

FORECASTING MATERIAL REQUIREMENTS: managers use these to

indicate the location, time and date-wise the quantities and qualities of various items
of materials required to carry out a project. It enables formulation of the materials
procurement plan and the stock-inventory.

STORAGE AND PROTECTION:

Some materials are regarded as consumables. For example, unlike bricks, cement in
silos can deteriorate over time and reach a point where it cannot be used. Careful
management of these elements (resources) is therefore vastly important as materials
that have deteriorate to on unacceptable manner cannot be incorporated into the works
and will have to be disposed of and replaced. Cement silos need to be in good
condition before it can be used and time taken to prepare them will be well spent.
Using ‘expired materials’ may mean to break down what has been constructed and
start again.

When materials (like bricks) are completely ‘storable’ they need little management
other than ensuring that they have been stored correctly and are secured from theft or
damage by falling over. Plant and labour (including security) cannot be stored and
therefore need full time on-site supervision and careful management.

Goods that can deteriorate need special attention. Typically these items have a shelf
life and must be used within that time or will have to be thrown away. Once the expiry
date has been reached the item will not perform as it should. An example of this is a
chemical resin anchor that is used to set thread studs into concrete or rock. These type
of goods need to be managed on a first in, first out (FIFO) basis but will always have
to be checked before use to see that the expiry date has not been reached. Materials

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must not be temporarily stored adjacently to or within a structure or service in a
manner which overloads the structure or service or any portion thereof.

Protection is simply the technical way of keeping the materials delivered on site, such
as cement, steel, bricks or the like; free from damages from the time of delivery to its
implementation. Appreciate the highlights below;

1) (i) CEMENT- it should be stored on a raised platform, about 15 cm (6’’) above

ground level.
(ii) Flooring should be damp proof.
(iii) Ventilators should be as, minimum as possible in size and number
(iv) Water should not seep in the store through doors/windows.
(v) To avoid loss of strength due to storage, first in/first out (old stock/new
stock) system should be adopted.
(vii) A maximum of 10 bags should be stored in each stack.
(viii) The receipt date of cement should be displayed on a slate against that
particular stack.
2) (i) STEEL- steel should be stored diameter wise in a steel yard and should
locked M.S. chains.
(ii) Access to the steel yard with approach road for vehicles
(iii) To avoid rusting, steel should not be directly placed on ground. Bricks
should be used as platforms.
(iv) Cuts pieces of steel should be stored separately in the steel yard.
(v) Internal area of yard should be sufficiently compacted, for easy truck
movement.
(vi) Sufficient working space should be provided for the fitters.
3) BRICKS
(i)While unloading the truck, bricks should not be thrown
(ii)They should be stacked systematically for easy use and counting.
(iii)They should be unloaded on a fairly leveled ground
(iv)The stacking place should be located so that the debris/scrap thrown from
the building does not fall on the bricks below.

N/B: 1. when managing materials it is good to always consider the

‘storability’ of materials
2. Materials should be stored in accordance with the manufacturer’s
instructions and protected in such a manner that any deterioration, distortion,

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damage or contamination does not impair their performance when incorporated
into the works.

PROCESSING & ORDERING

The contractor can identify from the bar chart when materials are required for a
specific task in a project and order them when needed. The supplier’s lead time
(minimum time required for delivery of materials after the order) should be
taken into account when the item is ordered so that it can be delivered at the
right time. This reduces storage cost and minimizes damage to the materials and
possible loss due to shrinkage or spoiling.

OVERALL PROGRAMME
Here, it is important to remember all the activities that are required for the
works. This includes the site establishment, mobilization of plants to site, lead
times for ordering of materials required for the works, disestablishment from
site and the deadlines that are required along the way.
It is also essential to link all the dependencies, no matter if they are part of the
critical path or not. As circumstances changes on site, the start of different
activities will change and the critical path activities may also be changed
depending on those other dependencies.

MATERIAL LOG BOOK

This is a book technically arranged in a format to showcase the stock of
building materials like; bricks, binding wire, steels, cement, chemicals, sand and
gravel, etc.

STATUTORY DIARIES
Site managers use this tool for planning, checking, and controlling activities and
the like to actualize a set goal according to design and specification. It can
equally use in the court of law to prove what did or did not happen in case of
dispute while delivering the project.

REPORTS TO THE HEAD OFFICE

Various reports are required to be filled in at the site and sent to the Head Office
through the project in-charge. Details of this reporting system are listed in
correspondence below in the bracket:

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(Daily Correspondence, Fortnightly Correspondence, Monthly
Correspondence).
DAILY CORRESPONDENCE- This is the day to day reporting to the Head
Office by the project Engineer or site in-charge.
The project engineer should leave the site half an hour prior to the closing time
for reporting to the Head Office.
If many site are in progress, all the site engineers, reporting to the Head Office,
should note down the time of their respective reporting and departure.

DAILY PROGRESS REPORT

D.P.R is in tabular format, showing the actual work completed (actualized) at
the site on a particular day, the quality of cement bags (sq.m).
D.P.R of the previous days should be written and submitted immediately on the
next day.
Work program of each building, for the next day, should be written separately.
The arrival time of the contractor’s labour and the departmental labour is noted
separately.
Every D.P.R must carry the name of the site, date and should be dully signed by
the senior engineer and the project in-charge.
The term, correspondence is used to convey messages and confirm verbal
discussions held between the parties on site.

STATUTORY INSPECTION TO EXCAVATION

OSHA generally opined that excavation is any man-made cut, cavity, trench, or
depression in an earth surface formed by earth removal. Excavation have
several inherent hazards not common to other earthwork activities that expose
contractor and, potentially Service personnel, to dangerous situations. The
utility inspection (Section 3.2B) must be completed, identified, and plainly
staked/marked on the ground. If the station manager does not have the
appropriate utility information, most states have a toll-free telephone number
that must be called before excavation to reduce the likelihood of utility line
contact. Excavating contacts may fall into the following categories: utility
systems trenching; foundation preparation; and waterway construction.

All trenching tasks must strictly adhere to OSHA regulations as outlined in the
service online course, SAF4000. Excavation and backfill should only be
conducted using approved methods and equipment by qualified operators.

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Open excavations over five feet in depth may require the use of approved trench
boxes or shoring depending on slope, soil type, environmental conditions, and
applications of surcharge loads. Open excavations will be barricaded or posted
whenever work is suspended regardless of the time period. Backfill for all
excavations should be of the types specified and placed in specified thickness
and compacted to the densities and moisture contents specified. Usually an
independent testing laboratory is required to conduct the density testing on
backfill material. Inspectors should monitor testing for compliance with
applicable contact requirements and should require re-compaction and re-testing
of areas that do not meet density requirements. Compaction within 18’’ of any
structure should be conducted using hand operated whackers and vibra-plates.
Do not allow use of heavy rollers or other heavy equipment type compactors
within 18’’ of structures or as required by specifications.

If rock is encounter during excavation, footings may require re-design,

especially in the case of building foundations or pipeline excavations, instead of
excavating the rock. Therefore the inspector should notify the project manager
immediately and prior to implementing a change from the plans or
specifications.

Plans and specifications will dictate the dimensions to which an excavation will
extend. Depth and width of trenches will be shown on utility plans. Excavating
limits for structural excavations will be outlined in either the plans or
specifications to prevent excessive material being removed and then requiring
replacement with engineered backfill. Waterway construction will dictate the
depth, width, and side-slopes for canals and drainage ditches.

Once the excavation phase of a contract is accomplished, conduit installations

or the like may surface. The backfilling activities will then commence. It
involves the placement of material in layers of designated thickness prior to
compaction of the installed element. Once compacted, density testing of the
compacted constituents occurs. These sequences ensure complete consolidation
of the backfill materials so that there is no settling of material adjacent to a
structure or over a utility line. Settling could cause significant problems with the
structure or the utility system if technical compacting effort is not adopted to
install the backfill material. Once the material is brought up to natural grade or

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the designated grade in the plans/specifications, the surface covering is
installed.

STATUTORY INSPECTION OF PORTABLE ELECTRICAL

EQUIPMENT
(1) Interiorly and in general, each electrical specification requires a
comprehensive submittal of shop drawings and/or catalog cuts for approval.
At least one copy of the approved submittals should be available on the job
site for use in inspecting prior to installation.
(2) Comments on shop drawings should be carefully checked in the field for
compliance.
(3) Some electrical materials are delicate, such as control relays, and certain
switching devices. They should be stored where dust and moisture will not
damage them. All materials should be protected from moisture.
(4) Lighting fixtures should be stored so as to eliminate damage to finishes and
reflective surfaces.
N/B: frequently, the greater portion of exterior electrical work is performed
by a public utility company or the equivalent. In such cases, the inspector
should determine that the materials and equipment will meet power
requirements for the completed project. Usually in this sort the inspector
needs to be concerned no further than the mast. Contractor installed exterior
work must be inspected as thoroughly as interior work. Request the service
of an electrical engineer when electrical work is proceeding at a rapid pace,
especially on larger projects.

MAINTENANCE & INSPECTION

On earth-moving and materials-handling equipments, motors, brakes, steering,
gear, chassis, blade-holders, tracks, wire ropes sheaves, hydraulic mechanisms,
transmissions, bolts and other parts on which safety depends should inspected
daily.
Deck plates and steps of these should be kept free from oil, grease, mud or other
slippery substances.
Brake pedals for all motions power shovels should have two independent
locking devices.
Power shovels should be equipped with an emergency quick-acting stop device
independent of the controls.

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SAFE WORKING CONDITION FOR MECHANICAL PLANT
All vehicles and earth-moving or materials-handling plants should:
----- Be of good design and construction taking into account as far as possible
ergonomics (the branch of engineering science in which biological science is
used to study the relation between workers and their environments) principles
particularly with reference to the seat.
----- Be maintained in good working order.
----- The plants should be provided with a plate indicating, the gross laden
weight, tare weight and the maximum axle weight, or in case of caterpillar
requirement, ground pressure.
----- It have; an electrically operated acoustic signaling device such as
searchlights, tail lights, silencers and reversing alarm
----- Ensure that the plants s designed and constructed in accordance with
ergonomic principles and provide full protection from adverse weather
conditions.
----- ensure that is fully enclosed where dusty condition arises etc.

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 THE BASIC LEGISLATION RELATED TO BUILDING CONSTRUCTION

THE LEGISLATION – The principal piece of legislation affecting construction is also

one which applies to industry as a whole; The Health and safety at work, etc 1974
(ASWA) came into force in 1974 and places a duty on all employers “to ensure, so far
as is reasonably practicable, the health, safety and welfare at work “of their
employees, and persons working on their premises.

DELEGATED LEGISLATION

This is said to be a term used to describe the regulations, order, rules, by-law and other
instruments. Parliament scrutinizes most delegated legislation to ensure that their
provisions do not exceed the powers approved by parliament itself.

BUILDING REGULATIONS

This is a statutory tool which assigned out the minimum performance standard for the
design and construction of buildings and where applicable to the extension of
buildings. These regulations are aided by other documents which generally give
guidance on how to achieve the required performance standards.

FACTORY ACTS

This is an act to provide for the registration, etc, of factories, to provide for factory
workers and a wider spectrum of workers and other professionals exposed to
occupational hazards, but for whom no adequate provisions had been formerly made;
to make adequate provisions regarding the safety of workers to which the act applies
and to impose penalties for any breach of its provisions

TOWN PLANNING ACTS

This is an act prepared for the orderly and progressive development of land In both
urban and rural areas and to save and improve the amenities there of; for the grant of
permission to develop land and for other powers of control over the use of land, to
confer additional powers in respect of the acquisition and development of land for
planning; and for purposes connected with the matters aforesaid.

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BY OGELE PROSPER OKOROAFOR
obedientogelepo@gmail.com
Department of Building Technology, Pederal polytechnic Nekede, Owerri Imo State
Nigeria.

ORGANIZING LABOUR FOR BUILDING CONST. WORK

LABOUR REQUIREMENTS

This arrangement indicates the number and type of labourers required for the
actualization of a project works. The consolidated labour arrangement helps to show
the number and period for labourers of different categories/skills in advance.
Calculation of labour strength required for various activities during specified period
should be done.

CALCULATION OF LABOUR STRENGTH REQUIRED

Total quantity of internal plaster of building ‘A’=2000 sq.m (21,500 s.ft)

Total quantity of external plaster of building ‘A’=1500 sq.m (16,000 s.ft)

Total days apportioned for plastering= 25 days.

Assumed task work of one mason= 14 m2 (150 s.ft)

Total masons required (Actual working days 20 only)

3500/14= 250 mason

Therefore masons per day

= 250/20= 12.5

Say 13 masons/day

LABOUR FORECASTING

Labour forecasting is the planning action, which helps management of a construction

site to cope technically with the uncertainty of the future, relying mainly on data from
the past and present, and analysis of trends. It helps the management team to procure

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the operatives needed to skillfully, actualize the future planned actions aiming at
resisting the future uncertainties in a construction site.

Forecasting starts with certain assumptions based on the managements’ experience,

knowledge, and judgment. These estimates are projected into the coming months or
years using one or more techniques such as Box- Jenkins models, Delphi method,
exponential smoothing, moving averages, regression analysis, and trend projection.
Since any error in the assumptions will result in a similar or magnified error in

BY OGELE PROSPER OKOROAFOR

obedientogelepo@gmail.com
Department of Building Technology, Pederal polytechnic Nekede, Owerri Imo State
Nigeria.
forecasting, the technique of sensitivity analysis is used which assigns a range of
values to the uncertain factors (variables).

LABOUR RECRUITMENT

Recruitment, as a human resource management function, is one of the activities that

impact most critically on the performance of an organization. Recruitment is described
as’ the set of activities and process used to legally obtain a sufficient number of
qualified people at the right place and time so that the people and organisation can
select each other in their own best short and long term interest.

A contractor’s labour recruitment takes many forms. Most importantly, the work force
comes from following of labourer that has worked with the contractor previously.
These men are summoned by telephone or by mouth whenever they are needed on the
job site. Where the usual labour force must be vastly expanded, the contractor can
resort to advertising in newspapers or recruitment by advising local labour-union
officials that workers are needed.

Workers are assigned to tasks on the basis of their trade (skill). In strong union
jurisdictions, crossing-over by labour from one trade (skill) to another is prohibited
when the union labour is organized along craft lines.

When there is strong competition for labour, the contractor may have to resort to
overtime work to attract and hold capable man with the expectation, that, overtime
payment will prevent job hopping. In instances, in which mega or one tremendous job,
will be under construction in a locality with a relatively small labour force, other
problems may arise. Labour many have to be brought in from the outside and to do

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this; the contractor may find it necessary to pay travel/time or living allowances for
such labour (function).

GENERAL PRINCIPLES OF INCENTIVE FOR EMPLOYEES

The general principles of incentive scheme are those technical norms on which
contractors/site management teams adopts to skillfully increase the production and
productivity of construction task by motivating their employees to work harder, either
financial or non-financial platform. Technically, the unavailability of motivation in
return will generally affect and distort productivity and symptoms reducing in low
morale, declining productivity, poor workplace atmosphere, high employees turnover,
increasing number of grievance, conflicts, higher incidence of absenteeism and
tardiness, increasing number of defective products, rework, higher number of
accidents or a higher level of waste materials and scrap.

BY OGELE PROSPER OKOROAFOR

obedientogelepo@gmail.com
Department of Building Technology, Pederal polytechnic Nekede, Owerri Imo State
Nigeria.

Motivating, lies in creating an environmental developing systems and directing efforts

in such a way that they meet the organizational goals as well the needs of those
participating in the process, with everyone working enthusiastically as one team under
the leadership of the project manager. The motivational approach, in general, can be
divided into Arbitrary (financial) and Behavioral approach/ Earned incentive scheme.

FINANCIAL INCENTIVETE: Trending facts and figures concludes that the most
effective incentive scheme is monetary. It substantiates the contingency approach
claim that any way is not equally effective under all conditions. The basis of financial
incentive is setting of attainable output target rates for time or task. Generally, for
direct workers, these output targets are derived from the productivity standards. For
indirect manpower, the time employed and profit-sharing may be the only method of
offering financial incentives. Note, workers work harder if there is a financial reward
linked to their performance, and the management saves upon time and costs if it is
properly implemented.

NON-FINANCIAL INCENTIVE: In a construction project the behavioural

motivation approach is essential to create a healthy work environment. It rewards
workers for actual results based on predefined and clear tasks, accomplishments, and

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milestones. When workers know what is expected of them and are compensated extra
for it, they will be driven to meet these goals.

MEASURING AND RECORDING

Approximate scales may be used to measure and record the likelihood of risk
occurring based on judgment. The consequence may be measured in monetary terms,
time delay, and severity of accident or injury. Alternatively, consequences may be
measured and record on approximate scales.

The simplest scale encompasses a three point system where the likelihood and,
consequence of risk are assessed as being low, medium and high.

BY OGELE PROSPER OKOROAFOR

obedientogelepo@gmail.com
Department of Building Technology, Pederal polytechnic Nekede, Owerri Imo State
Nigeria.

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