review questions

Chapter 8

Construction Operations and Job Site Management

Construction operations is where the action is! This is where the ideas presented on paper by the designers become the reality of a new facility— a new office building or hospital—or some magnificent bridge or highway.

What may appear as absolute chaos at first glance—with all kinds of people running around, delivery trucks coming and going, and lots of noise and banging and dirt and dust flying—is actually a well-orchestrated effort typically directed by one person, the superintendent, with support from an on-site project team.

After setting up the temporary field office, the superintendent sets out to organize the job site in a systematic, logical fashion so that it provides the greatest efficiency for getting the work done as quickly and as safely as possible. The superintendent must figure out the best way to manage, control, and coordinate all of the subcontractors, labor, materials, tools, equipment, deliveries, inspections, noise, dust, security, safety, quality, cleanup, and even visitors to the site—all the while trying to keep the project within budget and on schedule.

In this chapter, you will learn that there is a lot more to construction operations than labor and materials. When you get done reading this chapter, you might have a whole new understanding of the word super as it applies to superintendent!

In This Chapter

◆◆ The challenges associated with managing the construction

◆◆ What factors influence productivity ◆◆ How to manage environmental

impacts of construction ◆◆ The role of the superintendent ◆◆ Factors to consider when organizing

the job site ◆◆ The importance of documenting

construction activity ◆◆ How to maintain positive employee

and community relationships

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Building the Project

Construction operations are the actual work that it takes to build the project. This includes laying out the foundation, placing the concrete, laying the block, setting the steel, framing the walls, installing the roof, installing the electrical, running the plumbing, and doing every other construction activity needed to complete the facility. It is these activities that most clearly define construction from a practical standpoint. An owner needs a facility, and the contractor puts together a package of materials, labor, and equipment to construct that facility. As the construction moves forward, the ultimate goal is to keep the project on schedule, within budget, and of high quality. To do this, the on-site construction management team must concern itself with several issues:

◆◆ Subcontractor coordination ◆◆ Material and equipment deliveries ◆◆ Productivity ◆◆ Coordination with outside agencies ◆◆ Job site safety ◆◆ Quality control

How well each of these issues is handled determines how successful the team will be at controlling the project schedule and costs. Let me explain how each of these items can impact the overall project goals.

Subcontractor Coordination

You may have heard the expression “jack-of-all-trades, master of none” to describe an individual craftsperson who, while capable of performing a number of trade skills, is not quite talented enough to be considered an expert in any one of them. A jack-of-all-trades may work perfectly well for a handyman operation, but the skills needed to construct complex facilities today require an expertise that can only be classified as “mastery.” For this reason, most construction firms subcontract the bulk of the construction work on their projects to various specialty trade contrac- tors. In other words, they hire experts to perform the work—plumbers do plumb- ing, electricians do electrical, carpenters do framing, and painters do painting. This way, the work is done much more efficiently and expertly, increasing project qual- ity, decreasing project cost, and reducing contractor risk.

However, as the construction manager, you must keep in mind that each of these subcontractors is an independent operator, and they all typically have several projects that they must attend to in addition to yours. This is where subcontractor coordination gets a little tricky. Just because your schedule requires the subcontrac- tor on a specific date doesn’t necessarily mean that they will be available.

It’s very important to develop reliable and realistic schedules when planning the work, especially when it comes to subcontractor coordination. Nothing frustrates subcontractors more than being called to a job before it is ready for them. There is often interdependency between the various divisions of work. With most trades, certain items of work must be completed before they are able to proceed with their work. Sometimes the general contractor tries to keep things moving along by bring- ing in a subcontractor before the preceding subcontractor is 100 percent complete. For example, a trim carpenter may be brought in to install a wood baseboard before all of the floor tile work is completed. This means that you are going to have two different subcontractors trying to work in the same space; more than likely, one of them is going to be holding up the work of the other. This does nothing to aid prog- ress; instead, it totally frustrates the process.

Project scheduling is covered in depth in Chapter 9, “Project Planning and Scheduling.”

Proper scheduling, preparation, and planning are the keys to successful sub- contractor coordination. And successful subcontractor coordination is at the heart of successful construction management. The construction manager must have a keen sense of work sequencing and project planning in order to organize the schedule in such a way that the subcontractors can perform their work in the most efficient manner possible. When I was in business and scheduling subcon- tractors on a regular basis, I tried to remember three fundamental axioms:

· ◆◆  Resist bringing subcontractors onto the job until you are 100 percent ready for them.

· ◆◆  Once you bring them onto the job, make sure that they have everything they need to proceed.

· ◆◆  Pay all subs promptly upon completion of their work. Coordination Meetings

Open and honest communication goes a long way in helping coordinate all of the subcontractors involved in building any type of facility. One of the strategies used to improve coordination efforts is the weekly subcontractor meeting. The primary focus of these meetings is to review work progress, update changes in the schedule, discuss potential interface conflicts, share information regarding equipment and personnel requirements, address any discrepancies in the plans and specs, and clar- ify any procedural questions. It is important that all appropriate subcontractors be encouraged to attend each of these meetings so that everyone hears the same infor- mation. The superintendent should direct the meetings and facilitate the group’s interaction to best serve both the project and each individual subcontractor.

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will-call

A will-call acts as a verbal confirmation of an order that has been placed prior to the date it is actually due for deliv- ery. The will-call, generally made by the superintendent, occurs just before the scheduled delivery date.

Material and Equipment Deliveries

Scheduling and coordinating material deliveries can be as tricky as scheduling subcontractors. There are literally hundreds, if not thousands, of materials and pieces of equipment that get incorporated into a construction project. Many of these items originate by way of a purchase order issued through the main office by estimators or contract administrators. However, once the order is placed, the track- ing and delivery of those orders must be handled by the field personnel on the job site, because they are the ones most familiar with the day-to-day operations. The goal is to make sure that the material is on-site when it is needed and preferably not before. And although an order may be scheduled for delivery days or even weeks in advance, the final will-call order and delivery confirmation should be left up to the job superintendent.

Once the product or piece of equipment arrives at the job site, it is very important to make sure that someone is there to receive the order and direct the driver to place the material as close to the work site as possible. Whoever receives the merchandise should thoroughly inspect it and make sure that it is correct as ordered and free from defects or damage. If the material passes inspection, the on-site representa- tive can sign off and log the delivery. If the order is not as it should be, the delivery should be refused and returned to the supplier immediately. Proper inspection at the time of delivery will prevent the problem of arguing with suppliers later.

The worst-case scenario is when the proper inspections have not been made and the product error or defect is discovered as you are ready to install the material. Obviously this is way too late in the process, and a lot of costly time and energy will be wasted because of poor material management.

Productivity

Productivity is all about expectations. When the estimators put together the price for the project, they based their labor calculations on an expected output of work per unit of time. In most instances, the productivity rates are calculated from past performance and historical databases. To meet the cost and schedule goals for the project, the productivity goals must also be met. That means that the construction manager must keep a close watch on productivity and do everything possible to optimize the conditions that contribute to enhanced productivity.

Whenever a job is taking longer than expected, the construction manager must step in and take a look at exactly what is going on that might be interfering with the productivity for that task. Many factors can negatively influence the flow of work. Here are just a few that commonly cause lower productivity regardless of the trade involved:

◆◆ Crowded work spaces ◆◆ Poor coordination of work activities

◆◆ Poor supervision or lack of supervision ◆◆ Inexperienced or poorly trained workforce ◆◆ Not having the proper tools and equipment ◆◆ Adverse weather conditions ◆◆ Confusing plans and specs ◆◆ Changes in the work plan ◆◆ Inefficient job site layout

The construction manager’s objective is to see to it that the job conditions support maximum productivity. The ability to organize the job site and schedule the workforce in the most efficient manner possible is critical to meeting produc- tivity goals. It takes keen planning, excellent organization skills, and effective communication to pull this off.

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When to Will-Call

Will-calls are a mechanism developed to allow the contractor to tentatively schedule deliveries while still maintaining flexibility should an unexpected circumstance thwart the plan. Concrete is one of the material deliveries that works best when placed as a will-call. There are so many things that can go wrong in preparing for a concrete pour that it would really be ludicrous to try to pinpoint the exact date, time, and quantity too far in advance. For example, the night before the pour it might rain, the forming subcontractor might not complete on time, or the inspector may not pass the rebar layout.

And yet at the same time, it is very important to get on the concrete supplier’s delivery schedule in advance of your need. So, for example, if I am planning to pour concrete on Friday, I would typically call the concrete company on the preceding Monday morning to inform them of my intentions. This way, I am tentatively scheduled for a delivery but under no obligation to take it unless my superin- tendent confirms it. I would give the supplier the estimated number of cubic yards needed but remind him that my job superintendent will confirm the quantity and the order with a will-call late Thursday afternoon. If we aren’t ready for the pour, the superintendent informs the supplier that the delivery is a “no go,” and the supplier will bump us off the list. If we are ready, the super calls Thursday evening, confirming the exact number of cubic yards needed and the exact time she wants to start receiving concrete trucks on the job site. Sometimes it really does take right up to the last minute to determine whether a delivery is needed, so contractors and suppliers are accustomed to this “will-call” dance.

I told you it was tricky business trying to schedule and arrange material deliveries for construction!

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Coordination with Local Agents

Way back in Chapter 1, “The Construction Industry,” I talked about a number of secondary players in the construction game that have a great influence over the process. One of the major challenges associated with managing construction operations is coordinating building activities with these agencies.

For example, the building department that issues the building permit for the project is one of the agencies that you have to work with throughout the process. There are several building inspections that must be scheduled as the work pro- gresses. For instance, referring to the example given in the previous section, the contractor can’t pour concrete unless the building inspector approves the excava- tion, the formwork, and the reinforcing.

Some of these agencies are more responsive to scheduling needs than others. Building inspectors generally try to be responsive within a few days of a request for their services. They realize that the contractors and subcontractors are depending on them to be quick in their response so the project can move forward. However, other agencies are not so predictable. In my own experience, I have been delayed by weeks and even months on a project waiting for a public utility to respond to an inspection request, authorization, or approval. When this happens, there really isn’t a lot that you can do other than try to schedule around them and keep the pressure on the agency to respond as quickly as they can. These are some of the agencies that you have to deal with throughout the construction process:

◆◆ Building and zoning departments ◆◆ Planning commissions ◆◆ Independent testing agencies ◆◆ Utility companies (electric, telephone, water, sewer, and natural gas) ◆◆ Fire marshals

Although these agencies have no contractual agreement with you, the archi- tect, or the owner, they do have a lot of power. The reality is that they can bring your job to a standstill. Coordinating inspections and agency approvals is one of the most critical components of managing construction operations. If some- one is not on top of this task right from the beginning, the consequences can be disastrous, and there will be very little that you can do about it. You’ve heard the expression “You can’t fight city hall,” right? Well, not only can you not fight them, but it’s also very hard to move them any faster than they are willing to go.

Job Site Safety

Although poorly managed subcontractor coordination, low productivity, or delayed material deliveries can result in cost overruns and scheduling fiascoes, serious job site accidents can prove catastrophic in terms of loss of life and personal injury.

Construction sites are noisy, dirty, and dusty places to work, and the likeli- hood of being struck, crushed, or injured in some other way by falling materials, moving equipment, or hazardous materials is quite high. It is very important that the construction manager make every effort to prevent such accidents from hap- pening and protect all workers and the public from these potential hazards. Job site safety must be the number-one priority when it comes to managing construc- tion operations.

Safety management will be addressed as a separate issue in Chapter 11 (“Managing Quality and Safety”). For now, to give you a sense of the kinds of details associated with safety planning, here are some ways to help ensure a safe work environment:

· ◆◆  A fully equipped first-aid kit should be on-site at all times.

· ◆◆  “No Trespassing” signs should be posted and maintained around the site

for the duration of construction.

· ◆◆  Emergency phone numbers for ambulance, fire, haz-mat, police, and hospi- tal should be posted at every telephone.

· ◆◆  A list of hazardous materials used on the project should be readily available.

· ◆◆  Hard hats, safety glasses, hearing protection, and other personal safety equipment must be worn by all workers and visitors.

· ◆◆  Trash and debris must be removed from the construction site on a regular basis.

· ◆◆  All heavy equipment and job vehicles must have backing-up alarm signals.

· ◆◆  All open excavations must be properly protected by barricades and security

tape.

· ◆◆  Flagmen, wearing orange safety vests, should be used for traffic control as needed.

· ◆◆  Fire extinguishers and required fire equipment should be certified and maintained.

· ◆◆  Safety meetings should be held on a regular basis with all subcontractors and workers.

· ◆◆  Power tools should be inspected regularly for defects or unsafe conditions.

· ◆◆  Only qualified personnel should be allowed to operate cranes, forklifts,

and other equipment requiring special training.

· ◆◆  Scaffolding should always be erected correctly and inspected to ensure that it is in good condition.

· ◆◆  Trench shoring should be used to support walls and faces of excavations exceeding 5 feet.

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Quality Control

Of all the construction management responsibilities associated with operations, quality control has the greatest influence on long-term project success. Poor work performance and quality not only impact the immediate schedule and budget but can also contribute to additional damage and liability down the road, resulting in even higher losses.

The best way to control quality during construction is to develop a compre- hensive plan to avoid defects, deficiencies, and problems from the start. However, getting the work done right the first time is no easy task. With so many different companies and people working on the project and so many different materials, products, and equipment to keep track of, it can be a real challenge.

In Chapter 11, I go into much more detail about this very important aspect of construction operations. For now, keep in mind that it is critical that the super- intendent and entire on-site management team pursue quality control from the outset of the project. They should, at a minimum, do the following:

· ◆◆  Be fully aware of the quality standards specified for the project.

· ◆◆  Understand the quality of workmanship expected to be performed on the

project.

· ◆◆  Be able to recognize and reconcile actual performance with the quality expectations.

· ◆◆  Establish and implement a quality control plan that ensures that expecta- tions are being met.

If the team is able to meet these qualifications, then the odds of a negative impact to the project as a result of poor quality, customer callbacks, or defective work are minimized.

Construction Impacts

In addition to the more obvious management tasks such as coordinating subcon- tractors and tracking material deliveries, certain management issues arise from the construction activity itself. For example, construction can create a lot of noise and stir up a lot of dirt and dust; depending on where your building site is located, con- trolling these aspects can become a major management challenge.

Not every project encounters the same construction impact issues. It all depends on the particular project location, project owner, weather conditions, proximity to other activities, and so on. Obviously, projects that are out in the middle of nowhere are less burdened with some of these issues. But if your project is smack dab in the middle of an urban area, you’d better be ready for a possible onslaught of issues, crises, and complaints—some of which can be quite controversial, and all of which

you, as a construction manager, are responsible for controlling. Let’s consider a few of these issues.

Noise Control

Construction is inherently a noisy business—the sound of tools and equipment running, the noise of big trucks moving about the site, and the clanging of steel on steel are expected. But noise is becoming a bigger and bigger problem, especially on sites that are close to schools, neighborhoods, and other work environments, and contractors are being challenged more than ever to find ways to mitigate the noise.

Owners will often communicate their restrictions regarding noise in the sup- plemental conditions to the contract, and the project manager can plan accord- ingly right from the start. For example, today it is not uncommon to find clauses in the contract restricting work hours to starting later in the day or prohibiting the use of radios on the work site.

However, sometimes the extent of the noise effects is not known until the project has already started. Under these circumstances, the contractor is usu- ally confronted with a statement something like, “I knew it would be noisy, but I didn’t know it would be this noisy!” In these instances, the contractor must be willing to take reasonable steps to mitigate the nuisance and satisfy the wishes of the client or an unhappy neighbor. But sometimes these steps can add significant expense to the job, and an agreement must be reached between the owner and the contractor as to who shall bear the brunt of the mitigation costs.

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Intolerable Noise Impacts

I know of a recent job in downtown Sacramento where the architect and contractor had to redesign the foundation system on a building because of the noise factor. The original foundation on this high-rise building was designed (and bid) as a pile foundation. A pile foundation consists of tall concrete, wood, or steel columns driven deeply into the ground to support the structure of the building. These piles are driven into the ground by a very large hammer called a pile driver, and it is quite a noisy operation. Sacramento is the capital of California, and this new office complex was downtown in the heart of the governmental hub. The noise caused by the pile driving was so disturbing to the surrounding work environment that the proj- ect was temporarily halted while the foundation system could be redesigned from a pile foundation to a spread foundation, therefore eliminating the need for the pile driver. Although the owner picked up the tab on this one, it delayed the job nonetheless and caused a significant amount of wasted time and energy.

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Dust and Mud Control

Everybody knows that construction is a dirty business. Once you clear the build- ing site and start laying out the foundation, you are into the dirt. There’s no way around it. However, once that dirt gets stirred up or rained upon, you have dust or mud—both of which can become site management challenges.

The supplemental conditions to the contract usually address the issue of dust control. Contractors are required to use whatever means are necessary to control dust on a daily basis. I’m sure you have seen water trucks sprinkling dusty build- ing sites or access roads on a construction project. This is a common practice that is repeated numerous times per day and is typically anticipated as an over- head expense item by experienced estimators.

However, on-site mud control is not always addressed in the contract docu- ments, and it can become a management headache in a hurry. Mud can cause all kinds of problems on the construction site. First, mud makes it very difficult to move vehicles in and out of the job site, which can slow down operations signifi- cantly. In an effort to keep things moving along, the contractor will often spend extra money to bring in gravel and temporary road-base material just to keep expensive equipment, trucks, and trailers from getting stuck.

Second, mud makes things look very dirty. For example, a freshly poured con- crete slab, a newly laid brick wall, or attractive wood siding will appear distressed and blemished once mud gets tracked or smeared onto it. And even though the contractor will take steps to protect these surfaces by covering them with plastic film or tarps, it’s almost impossible not to track or smear the mud. The mud must be removed and the surfaces cleaned, and unfortunately, this extra work is often not anticipated, adding extra cost and slowing the project down.

The fact that construction is naturally noisy and naturally dirty doesn’t keep the public from complaining about the noise and the dust. Owners and contractors alike must be aware that these complaints can pose serious risks to project efficiencies, prog- ress, and cost. The industry is quite able to ease these nuisances, but I’m not sure that the public at large understands that the costs associated with the mitigation are ultimately passed on to the consumer. It is just one more reason why construction management has become such a high-demand profession. Building is no longer just about putting together a package of materials, equipment, and labor. All of the risks associated with the construction must be anticipated and managed while still main- taining strict budgetary targets, on-time project delivery, and high quality.

But the problems associated with controlling dust and mud can go even fur- ther than that. Sometimes they can impact much more than operations on the site itself. Let me explain with another real-life scenario.

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Keep My Streets Clean!

Several years ago, I was managing a residential development project in Virginia. In addition to being in charge of building approximately 20 new homes, I was responsible for building all of the new streets, water, sewer, and utilities needed for the community. Everything was going quite well until spring when the rains started. Although I had implemented the usual erosion control measures on-site and all of my streets were graded with the initial road base (gravel) down, we had not yet paved the streets; we still had a number of construction activities going on with the building of the homes, and we did not want to risk damaging any new pavement. During this rainy season, the gravel on our roads allowed us to con- tinue moving in and out of the site. However, as the trucks were moving in and out of the site, they were picking up a significant amount of mud on their tires. Still, as long as they were able to keep moving, I was not concerned—until one afternoon when I got a visit from the town manager.

The town manager presented me with a stop work notice and basically read me the riot act, threatening severe fines for getting his streets dirty. Once the trucks left my site, they were apparently dropping and smearing mud all over the clean (paved) streets of the town, and the manager was not happy. Well, I was in a real pickle. I couldn’t prevent the rain or the mud, and I couldn’t very well put the project on hold wait- ing for it to dry up. Fortunately, the town manager was willing to consider a proposal I presented that would eliminate the tracking of mud on his streets and allow me to continue working.

I had to start by sending a crew of workers to sweep up and clean all of the mud on the streets that could be traced back to my site. This took several days. I had argued that the next rain would just wash the mud away, but the manager did not buy my argument. I learned a long time ago not to argue with the people who basically hold the future of your project in their hands by their power to shut you down, right or wrong! It is much better to apologetically acknowledge their concerns and do everything you can to mitigate the situation.

I then built a temporary tire-washing station (concrete slab, floor drain, and high-pressure water hoses) at the entrance/exit of my building site. There we would wash the tires of every pickup truck, delivery truck, and concrete truck leaving the job site before it entered the public street. I also stationed two laborers at the site entrance full time to sweep the street clean of any mud or debris that still dropped from the truck tires. Keep in mind that none of these remedies was figured into my initial estimate because the severity of the problem was never anticipated. The developer and I split the cost of this lesson learned.

This went on for most of the spring until I was able to complete my own street paving, thereby elimi- nating the encounters with the mud. The town manager and I actually became pretty good friends, and at the grand opening of the project, he readily acknowledged the quality of the construction and the professionalism of the construction team.

Continues

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Apparently I am not the only contractor who has had to deal with this type of muddy street problem. I have since visited several building sites that post signs warning subcontractors that they will be fined by the contractor for tracking any dirt or mud onto the public streets. These contractors have decided to shift the risk of the potential penalty to the subcontractors working on the project. By the way, in most of these instances, I noticed that the subcontractors opted to park off-site and carry their tools and equipment in by hand or on dollies—inefficient, yes, but probably less risky.

concrete washout station

A temporary container installed on a construction site to collect all water runoff from the washing of trucks, tools, and equipment associated with concrete. The container may prefabri- cated and delivered or built on-site.

Environmental Protections

Today, the need for some type of environmental protections during construction is a given. In many instances, the contractor is well aware of the special care that must be taken regarding some of these environmental issues. For example, soil erosion is always a concern during construction, and the measures needed to control that erosion should not come as a surprise to any contractor. However, sometimes an environmental issue does show up as a surprise, and that’s when construction managers become concerned. They did not anticipate making spe- cial provisions, and their project budgets and schedules will be at risk without some concession from the owner. I have listed just a few of the possible environ- mental issues that may arise during construction.

Storm water pollution Erosion is always a consideration on a newly graded construction site. Once you disturb the natural vegetation of the building area, you are at risk of causing unwanted damage on or off the site from excessive water runoff and the accompanying sedimentation transfer that occurs. In addition, harmful pollutants in the runoff water can have a nega- tive impact on nearby rivers, lakes, wetlands, and coastal waters.

For this reason, many states require the contractor to prepare a storm water pollution prevention plan (SWPPP) that will be instituted at the beginning of the project and maintained throughout the duration of the construction. The purpose of the SWPPP is to identify potential sources of storm water pollution and to outline and describe the measures that the contractor will take to prevent erosion and contain sediment on-site.

All types of pollutants are associated with construction materials and operations, but one of the biggest culprits is runoff associated with con- crete. On most construction sites you will see a concrete washout station. These stations can be built on-site by the contractor out of straw bale walls and a polyethylene plastic liner, or they can be prefabricated out of metal. In addition to the concrete washout stations, this plan includes temporary

installations such as silt fences, filter fabrics, and straw wattles intended to hold soil in place.

SWPPPs are usually quite detailed and must address all regulatory require- ments imposed by the governing agency. (Requirements may vary from state to state.) Poor management here on the part of the contractor can result in significant fines and even lawsuits, both of which can and should be avoided. The Environmental Protection Agency (EPA) offers the follow- ing 10 keys to effective erosion and sediment control:

◆◆ Disturb as little area as possible. ◆◆ Phase construction activities to better manage the site. ◆◆ Control storm water from flowing through the project. ◆◆ Stabilize soils as soon as they are disturbed. ◆◆ Protect all slopes with appropriate erosion controls. ◆◆ Protect storm drain inlets. ◆◆ Establish perimeter barriers that control runoff. ◆◆ Prevent sediment from leaving the site. ◆◆ Stabilize and manage construction exits. ◆◆ Inspect protection measures often.

Endangered species Although it doesn’t happen often, your project may be in a location where you have to contend with an endangered species. Maybe you have heard stories about some little frog, bird, or rodent hold- ing up progress on a construction site and thought at first that the story was somewhat humorous. But if the incident happens on your job, you will soon learn that it is no laughing matter.

The discovery of an endangered species on the building site usually shuts down construction operations while proper authorities evaluate the situa- tion and decide what to do. In a very recent incident, an endangered beetle was discovered during excavation on a $40 million college dormitory proj- ect, and the foundation work was completely halted for two months. In the end, the foundation was redesigned and reconfigured to avoid altogether the area the beetles inhabited.

The key, as far as the contractor is concerned, is whether the owner was aware of the problem and whether they disclosed the information ahead of time. Most of these discoveries come as a complete surprise to everyone, and the ramifications are usually borne by the owner.

However, that doesn’t mean that the contractor is off the hook. Unexpected delays can throw a real monkey wrench into the project plan even if the

straw wattles

An erosion control product made of compacted straw or other materials such as geotextile fibers, bound into a tight, tubular roll that comes in 10–25 foot lengths.

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builder isn’t liable. Any number of problems can arise while waiting for the issue to be resolved. For example:

· ◆◆  Foundations that were scheduled for fall now must be dug in the middle of winter (think snow).

· ◆◆  Your low-bid subcontractor who was available to start work this month has been forced to take another job that will have him tied up for a year.

· ◆◆  Interest rates that were reasonable at the start of the project are now set to rise before project completion.

As I said, it’s no laughing matter.

Vegetation Some projects require the contractor to protect and maintain certain natural vegetation that exists on the building site. For example, when grading the site, there may be certain trees that need to be pro- tected and saved, and it is the contractor’s job to see to it that they are

not harmed throughout the construction process. The builder will place physical barriers such as fences around the trees or other vegetation and flag them with security tape to alert all workers of the challenge. And it is indeed a challenge. Whenever such a request is made, it will invariably slow down production and cause some consternation among the equipment operators, especially if they were unaware of the requirement when they bid on the job.

Wetlands Wetlands protection has become a major environmental con- cern in our country, and construction (or development) is often in the middle of the controversy. Whenever a contractor prepares to build in an area close to natural wetlands, the contractor must adhere to a number of federally mandated regulations. I include just a few here (taken from the National Park Service’s Procedural Manual 77-1: Wetland Protection) to give you an idea of the impact these measures would have on productivity, budget, and schedule:

· ◆◆  The contractor must install and maintain adequate erosion and silt- ation controls during construction.

· ◆◆  Construction activity cannot adversely affect the natural water flow and circulation or negatively impact water-level fluctuations.

· ◆◆  Water quality must be maintained. The contractor must prevent or control spills of fuels, lubricants, or other contaminants from enter- ing the waterway or wetland.

· ◆◆  The contractor should avoid the use of heavy equipment in wetland areas. If heavy equipment is used, steps must be taken to minimize any disruption to the soil or vegetation.

None of these actions, other than erosion control, are standard operating procedures in construction.

Historical or cultural artifacts Another unique circumstance that can shut down your job site in a hurry is when you stumble across historical or cultural artifacts while moving dirt or excavating at the site. For example, the discovery of pottery shards or arrowheads may indicate a significant archeological find, and the contractor must stop operations long enough to notify the architect and owner so they can verify the situation.

Another surprise along these lines is the unearthing of bones of any kind on a job site. If this happens, the contractor must stop construction and contact the owner immediately regarding the discovery. Work in the area of the find usually cannot resume until an investigation is done to ascertain the source and significance of the remains. These are clearly not the types of occurrences that you want to happen on your job, but if they do, you must keep things moving as best you can while making every effort to work with the owner and the appropriate authorities until the situation is resolved.

Keep in mind that the typical construction worker is constantly encouraged to complete their work in the shortest time needed, getting on and off the job site as soon as possible. Anything that slows down this process becomes a frustration to workers, however noble the cause might be. But when workers are performing these extra steps required for environmental protection, it is very important that the superintendent pay close attention as this work is being done. A slipup result- ing in damage to a tree root, an endangered species, or a historical artifact could end up costing a whole lot more time and money than the actual measures taken to protect them in the first place.

Cleanup and Trash Removal

With all of the high-risk operations associated with construction, site cleanup and trash removal might not seem like very important issues, but they are. To begin with, a clean site is a safe site. The cleanliness of the building site also reflects upon the image of the contractor. Many observers believe that a neat and clean building area is indicative of how the rest of the contractor’s business is conducted.

However, it is not an easy job to maintain a clean working environment. One of the greatest challenges to the contractor is in trying to get subcontractors to be responsible for removing their own debris. You would think that this would be a slam dunk, but actually it is a universal frustration among general contractors— so much so that most subcontracts now have a clause in them threatening back charges against any subcontractors who fail to clean up after themselves. Even with this threatened penalty, many subcontractors still resist cleaning up their

back charges

An amount of money charged against a subcontractor for work that the general contractor performed because the subcontractor failed to do so.

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work area, claiming that their bids are already too low to make a decent profit. Having to spend dollars to clean up the job site just adds to the predicament. On the other hand, some are just lazy, plain and simple.

My method for managing cleanup and debris removal was to hire special crews to systematically go through the job site on four-wheelers with small dump trailers at the same time every day and pick up the trash or cajole subcontractors into pick- ing up their own trash and throwing it into the trailers. I usually hired young peo- ple who needed part-time work after school and especially enjoyed driving these vehicles around the site. We even gave them a special nickname—the junkyard dogs! I found that if I could make it easy for the subcontractors to pitch in on the cleanup by bringing the trailer right up to their work area, I had a better chance of getting them to cooperate. Although I had to spend a little more money to make this system work, I found that it was much better than issuing back charges. In my experience, back charges were really only good at causing hard feelings, so unless a subcontractor was blatantly disrespectful regarding my request for cooperation, I didn’t apply them. I also never hired that subcontractor again.

Opportunities for Recycling

Construction results in a lot of trash. Every year, thousands of pounds of con- struction debris must be removed from the construction site. In fact, you might be astounded to learn that approximately 25 to 45 percent of all waste in North America comes from the construction and development process, according to the Construction Materials Recycling Association (CMRA). You can learn more about the CMRA by visiting its website at www.cdrecycling.org.

Trying to estimate and predict exactly how much waste is going to be generated on any given project has become a futile effort for many contractors. Cleanup and trash-removal operations consistently run over budget and cause great frustration among estimators, construction managers, and superintendents alike.

However, as more and more contractors view this problem as the serious issue that it is, new ways are being found to work with recycling companies to reduce expensive hauling costs and disposal fees. Almost everything that comes out of the construction site is recyclable—concrete, block, drywall, metals, wood, plastics, and cardboard. In 2003, the W.G. Clark Construction Company recy- cled 75 percent of its job site waste on a Communications Center project located in Renton, Washington. The company ended up saving approximately 20 percent of its estimated cleanup and trash-removal cost by instigating this practice alone. Several other companies have followed suit, and recycling has become a priority on many job sites.

Construction cleanup, debris removal, and trash removal present a very tough management challenge. However, new incentives are being created every day, and new opportunities are emerging for the construction industry to finally con- quer this burden.

There’s More to It Than Meets the Eye

From a distance, construction just looks like a bunch of workers and materials hustling and bustling about the building site. Having to pay so much attention to noise, dust, mud, spotted frogs, and trash removal was probably not what you had in mind when you first considered construction management as a career. But this is all part of the process, and the construction manger is really charged with creating and maintaining a job site environment in which people can perform their duties at the highest and most efficient level possible. It’s not an easy task but definitely a challenging one.

Now that you have a better sense of what the contractor is actually up against while trying to manage the construction operations, let’s take a closer look at exactly how they actually accomplish this task. The best place to start is by tak- ing a good look at the one individual primarily responsible for pulling off this whole challenge: the superintendent.

The Superintendent

As you learned in Chapter 5, “Project Stages,” the superintendent represents the company leadership in the field and is responsible for the oversight of all con- struction operations. More than any other person on the construction manage- ment team, this individual is responsible for getting the project built on time and within budget. The person is responsible for organizing the job site and manag- ing the construction on a daily basis.

First and foremost, the superintendent must be very knowledgeable about con- struction. But the superintendent must also be organized and able to lead a diverse workforce. It is the superintendent’s job to work with and get things done through other people, primarily subcontractors. At the same time, the superintendent must be able to win their respect and gain their confidence and cooperation.

The superintendent and the project manager continually monitor project progress through a number of field reports and observations. Every day on the job site, the schedule and budget targets are either met or missed. Whenever it appears that the schedule or budget goals are in jeopardy, the two work together to make adjustments to get the project back on track. (I will discuss project con- trols in Chapter 10, “Monitoring Project Performance.”)

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Initially, there are three things that the superintendent must do before the construction work can begin. The superintendent must do the following:

◆◆ Set up the field office ◆◆ Organize the job site ◆◆ Establish the work hours

Once these things are done, the rest of the on-site team joins the superintendent and goes to work managing the construction operations through a number of sub- contractor trade foremen. Depending on the project size, the team typically consists of an assistant superintendent and at least one field engineer, as shown here.

Assistant Superintendent

Superintendent

Field Engineer

Trade Foreman

Workforce

Trade Foreman Trade Foreman Trade Foreman

Workforce Workforce Workforce

Setting Up the Field Office

Think of the field office as the command center of construction operations. From this space, the superintendent directs all of the activities needed to get the project built. The office itself is a temporary facility. In most cases, the field office is a portable trailer on wheels, similar to a mobile home except that the interior is very utilitarian. In other words, do not expect to see a living room and kitchen in the job trailer. However, just because the spaces are utilitarian doesn’t mean that they are necessarily small.

Some projects require only a single trailer to accommodate a small on-site project team of three to five individuals. Other projects may be so large that they require on-site office facilities for as many as 30 or 40 people. In these instances, the field office may comprise four to eight double-wide trailers all connected together. These projects may take several years to complete.

Each field office is fully equipped with every kind of office supply and equip- ment needed to carry on business from the building site. Computers, telephones, fax machines, copiers, plan tables, and plotters are all available to the project team as they go about overseeing the construction and managing the project bud- get and schedule.

Temporary Utilities

Our temporary command center can’t function without proper utilities—water, electricity, heat, air conditioning, and telephone. These utilities are required as soon as the project team arrives on the site and will be needed for the duration of the project. The construction work itself, of course, depends on having these services; all of the various power tools and equipment needed to cut, drill, saw, and weld operate on electricity. A mix-up in the coordination of temporary utili- ties can actually delay the launch of construction and put a damper on the whole startup operation. For example, having no electricity means bringing in a bunch of portable generators, which are noisy, smelly (gasoline or diesel), and expensive.

Once the site is equipped with the temporary power that it needs to operate tools and equipment, an agreement must be reached between the superintendent and the numerous subcontractors working on the job site. There is a cost associ- ated with these utilities. Even though the contractor may bear the burden of hav- ing them brought to the site, the contractor may expect the subcontractors to pay their fair share to use the utilities. On the other hand, sometimes the paperwork associated with tracking the use of the power and water is simply not worth the effort, and it is cheaper for the contractor to just pay for all of the utility bills.

Once construction is well underway, there is the possibility that the construc- tion activities can actually operate using the permanent power sources brought in to serve the new construction. The cost of these utilities may now be billed to the owner instead of the contractor, and the superintendent must make sure that all parties are in agreement regarding these charges.

Portable Facilities

A number of portable facilities support the field office and construction opera- tions. The contractor needs to provide secure tool storage, dry shacks, and tem- porary toilets that are available to all workers on the job site. The placement of each of these facilities is important to the overall efficiency of operations. It is not uncommon for some subcontractors to request that they be allowed to bring their own storage trailers on-site to accommodate their special tools, parts, products, and equipment. These extra facilities must also be taken into consideration when developing the overall site logistics plan. (Site logistics planning is discussed in the next section of this chapter.)

dry shacks

These facilities may be constructed on-site or brought in as modular units equipped with tables and storage lockers. They provide a dry place for workers to eat their lunch and change their clothes. Union agreements often require that the contractor provide a dry shack on-site.

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project staging

A layout plan identifying the placement of all temporary facilities needed during the construction stage of the project, such as the office trailer, stor- age, security fencing, dumpsters, and portable toilets.

In addition to these primary facilities, the contractor is also responsible for providing the following:

◆◆ Clean drinking water with paper cups ◆◆ Clean washing water and paper towels ◆◆ Trash receptacles and dumpsters

Organizing the Job Site

After setting up the field office, the next challenge faced by the superintendent is organizing the job site for the greatest efficiency and safety. Some construction sites are way out in the middle of nowhere; others may be right in the middle of a major urban area. Either way, the superintendent must have a strategy for direct- ing and organizing all of the materials, manpower, and equipment that will be congregating on the site on a daily basis and moving in and out of the construc- tion area throughout the duration of the project. Every aspect of getting the job done must be considered when trying to prepare the site for construction opera- tions. Decisions about where to place everything from the portable toilets to the dumpsters can make a big difference in how smoothly the job runs.

Site logistics, also called project staging, are crucial to the overall efficiency and coordination of the work. In addition to laying out the most efficient place- ment of the field office and portable facilities mentioned earlier, the site logis- tics plan should also take into account a number of other factors, such as the following:

◆◆ Material storage and handling ◆◆ Job site security ◆◆ Site access ◆◆ Employee parking

◆◆ Traffic control ◆◆ Pedestrian safety ◆◆ Crane location ◆◆ Miscellaneous facilities

Although it may seem silly to think that the location of the dumpster, the stor- age trailer, or the tool shed has any bearing whatsoever on project productivity and profitability, studies have shown that job site layout contributes appreciably to the bottom line. The graphic shown here illustrates what a typical site logistics plan might look like.

ENTRY GATE

Limited On-Site Employee Parking

T

TEMPORARY POWER TT

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DELIVERY ROUTE

Let’s take a closer look at some of the factors that must be considered when planning job site layout.

Material Storage and Handling

Earlier in the chapter, I discussed the importance of trying to schedule material deliveries as close to the actual date of installation of that material as possible. However, sometimes you need to bring materials on-site before they are ready to be installed. When this happens, you must make sure that they are properly stored and taken care of.

On most large jobs, the superintendent brings in several trailers for use as storage facilities. These trailers can be used to store tools, equipment, materials, or even spare parts for generators, tractors, and power tools. Sometimes subcon- tractors will bring in their own storage trailer. This is especially true of mechani- cal and electrical subcontractors. They generally have large pieces of expensive equipment, ductwork, or piping that must be protected from the elements, van- dalism, and theft.

In addition to trailers, it is common for the superintendent to designate a specific area on-site where materials can be stored until they are utilized on the job. This area is often fenced off separately with a locked gate. It’s not unusual to assign a field engineer to receive deliveries and manage the inventory coming in and out of this area. In addition to a fenced storage area, the job might require a laydown area where very large orders such as structural steel beams, girders,

laydown area

A designated area on the building site where large orders can be stored and sorted in an organized manner so that the parts can be easily identified for use on the project.

DS

ST

FO

MATERIALS STORAGE

PROPOSED

BUILDING

Laydown Area

D D

TEMPORARY FENCE

T TOILET

D DUMPSTER

ST SUBCONTRACTOR TRAILER

DS DRY SHACK

FO FIELD OFFICE

TEMPORARY FENCE

EXIT GATE Pedestrian Gate

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columns, and angles can be sorted for easy identification. Sometimes these two areas are combined into one.

When storing materials, it’s important to know that some materials are more susceptible to damage and deterioration than others. For example, certain prod- ucts can be ruined by mud or snow during extreme weather. Or in hot weather, lumber can dry out and warp. Care must be taken to make sure these materials are properly cared for and always stored on skids or pallets; some should be cov- ered at all times.

When it comes to material handling and storage, little things can make a big difference. For example, you should always make sure that delivered materials are unloaded and stacked with the materials to be used first on top of the pile. Otherwise, you will have to spend time moving all of the stuff on top to get to the needed material on the bottom. You never want to handle material more times than necessary. With a little planning, you can minimize the effort.

Job Site Security

Building sites have always appeared as curiosities worthy of a little exploration. Most of us, at least in our youth, have been tempted to hop the fence in the late afternoon to climb the piles of dirt, play around the big tractors, and run in and out of some partially completed structure as if it were a jungle gym placed there just for our pleasure. However, the construction site poses a number of hazards, and it is the obligation of the contractor to secure the premises, protecting the public from the inherent dangers associated with construction operations.

Although public safety is the primary reason for securing the job site, it is also important to protect the installation, materials, tools, and equipment from van- dalism and theft. There are several means by which to do this. The most com- mon methods are as follows:

◆◆ Perimeter fencing ◆◆ Guard dogs ◆◆ Private security patrols ◆◆ Electronic alarm systems ◆◆ Night watchmen

These measures enable you to protect the construction project from the people around it, and vice versa. For example, fencing both keeps unauthorized people from entering the work area and protects authorized workers and visitors from hazards that occur within the perimeter of the site. An open excavation, for instance, is clearly hazardous to the safety of workers on the job; it should be fenced off and marked with warning devices such as barricades, security tape, and traffic cones to alert workers to the risks associated with an open pit.

Although some security arrangements may be required by the contract (perimeter fencing, for example), it is really up to the superintendent to decide what measures should be taken to best protect the public and the interests of the contractor and owner.

Because most job site thefts occur during times when no workers are on-site, it is best to avoid scheduling material deliveries just prior to weekends or holidays.

Site Access

On some construction sites, access is really not much of a big deal. You might be in a remote area with very little traffic and nothing around you. On other sites, access can become a major issue. This is especially true in highly congested areas. For example, daily traffic may have one entrance, and delivery traffic may need to be routed to another entrance. You also have to think about how much space is available. The turning radius of long delivery trucks, some with booms, becomes a factor, especially on tight sites. You need to have a plan for getting these vehicles close enough to off-load materials. Another consideration is the hours of access, which may be restricted. Of course, this impacts your work hours, all of your deliveries, and your ability to move equipment onto and off the site as needed. All of these details must be considered when developing the site logistics plan.

Employee Parking

Employee parking is another staging plan issue that must be addressed. As with site access, parking on some sites is not much of a problem, especially when there is plenty of room and employee parking can be managed on site. On smaller sites, parking can be a big problem—and a costly one, too. On some downtown proj- ects, for example, parking must be arranged with a local parking garage, and tools and equipment be moved in and out of the site on golf carts or dollies. In this instance, the superintendent must try to negotiate blocks of parking spaces at reasonable costs or suffer the consequences of their daily workforce depending on random luck to find parking in the area. That’s not exactly the best way to create a happy work environment for your troops. However, some contractors meet these challenges in very creative ways. For example, one superintendent I know rented parking spaces from a nearby church that doesn’t need the spaces during the week, and the church benefited by making extra money from the underutilized space.

Traffic Control

Traffic control and pedestrian safety tie right into the site access and parking issues. The traffic associated with the construction process can add a significant burden to heavily traveled streets and highways. The posting of flagmen to direct

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traffic around the construction site is a common occurrence. This effort adds to the project cost and in heavily congested areas can impact productivity sig- nificantly. Because heavy traffic adds a significant risk when it comes to job site safety, this is one aspect of site logistics that cannot be overlooked or neglected.

Pedestrian Safety

Pedestrian traffic must also be taken into consideration when creating the site logistics plan. This is especially true when the building site is located in a down- town metropolitan area. You have all seen covered sidewalks at the edge of busy building sites. These protected walkways are designed and built to protect pedes- trians from falling debris as well as from the dust and noise of the construction. Although these temporary structures seem simple in their design, they actually add thousands of dollars to the project budget. However, public safety is not the only use for these wood-framed structures. Some municipalities permit them to be used as public display areas for street art and other community outreach pur- poses. When this is the case, the contractor can end up saving a little money by not having to paint the structure.

Crane Location and Miscellaneous Facilities

Many construction jobs require the use of a crane on-site to lift and move very heavy objects around the site. These cranes may require a fixed location on-site or be mobile. Where to locate the crane on the building site is a very important decision. Several factors need to be considered. For example, height restrictions, required horizontal reach, and maximum loads influence which type of crane is needed. However, unless the crane is mobile, once it is in place, you are not going to want to move it until you are done with it. It is therefore important to place it correctly the first time. Of course, not all building sites require a crane; some may instead require other types of lifting equipment. If this is the case, it is always a good idea to know exactly what you are going to need ahead of time so you can properly plan for its use on the job site, even if you don’t have to decide on a fixed location.

There are many other miscellaneous facilities, amenities, and equipment needs that should be considered when developing the site logistics plan. A few of these are tool sheds, dumpsters, vending machines, water hydrants, and portable generators.

Establishing Work Hours

Setting work hours is another responsibility associated with construction opera- tions and job site management that the superintendent must attend to. The stan- dard eight-to-four routine is not always the norm in the construction industry.

Adjusting work hours to accommodate the task at hand or to accommodate spe- cial conditions happens all the time. For example, working in the middle of the night is a common occurrence in highway construction or commercial remodel- ing that requires working after-hours. Most of us have encountered the late-night road crew constructing a new section of a busy highway.

The superintendent must consider the demands of the project as well as the demands on their workforce in establishing the working hours. There are times when different trades may need to be scheduled to work on different shifts to keep them from getting in each other’s way, and then there are other times when all of them must work weekends to get the project back on schedule.

Contractors generally like to start their workday very early, especially during the summer when the temperatures can rise to triple digits in some parts of the coun- try. It is not uncommon for some crews to start the day as early as 5 or 6 a.m. But sometimes the superintendent must adjust hours to better serve the overall project goals. For example, as you learned earlier in the chapter, when noise is an issue, the superintendent may be required to restrict the work hours by starting later in the day to accommodate those neighbors who may still be sleeping at 7 a.m. In these instances, the crews may not be allowed to start work until as late as 8 a.m.

Late starts in construction are not a simple matter. Sometimes they can actu- ally interfere with certain construction operations, and the consequences can be costly. For example, concrete is a fickle material and reacts differently to differ- ent temperatures and atmospheric conditions throughout the day. Under cooler temperature conditions, the later in the day that concrete is placed, the more likely that it will require a longer period of time to set up before it is ready for finishing. And unfortunately, it’s not as if the crew can just walk away and do something else while they wait. They must stay with the concrete and continu- ally watch it and test it the whole time it is setting. During certain months of the year, it is not uncommon to find the concrete crews still working under lights at 11 p.m. trying to finish concrete that was poured at 9 a.m. If you have ever been involved in finishing one of these delayed pours, you know how exhausting and frustrating it can be, especially when you know that if you had been able to pour at 5 or 6 a.m., you could have gone home hours ago.

Even the workweek may be adjusted to better serve the project and the crews. For example, whenever I had a project that required a one-way travel time of more than one and a half hours, I would schedule the crews to work ten hours per day, but only four days per week. This way the crews could enjoy a three-day weekend every week to make up for the three hours that they had to spend each day traveling to and from the job. It helped tremendously with morale and actu- ally gave the management staff a relatively quiet time every Friday to catch up on paperwork and reports.

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Documenting Construction Activity

With all the action happening on the construction site, you would think that paperwork would be the least of your worries. Unfortunately, paperwork is a crucial factor when it comes to job site management—and it is probably the hardest part of the whole job. After all, when you are in the middle of a concrete pour, the last thing you want to do is sit down and record the exact times the trucks arrived and what the temperature was that day. However, this is exactly the type of information that must be tracked and recorded.

It is extremely important that the construction activity be documented through- out the entire duration of the project. There is so much happening and so many conversations going on that unless someone is keeping track of it all, something is bound to be miscommunicated or fall through the cracks.

Obviously, the superintendent must be very knowledgeable when it comes to construction methods and techniques. But the superintendent must also be a stickler for detail when it comes to the paperwork. Good record keeping is a must, and all information should be

◆◆ Accurate ◆◆ Objective ◆◆ Complete ◆◆ Legible

◆◆ Timely ◆◆ Retrievable

Many different mechanisms are used to track and record all of the activities that occur on the job site. In addition to the administrative requirements of con- struction, much of the information collected and documented throughout the construction process is used to analyze project performance and make manage- ment decisions. Let’s take a look at some of these mechanisms now.

Project Meetings

Throughout the construction process, a number of meetings take place at the job site. Sometimes these meetings are scheduled at regular intervals, such as weekly, biweekly, or monthly. At other times, they are called as special meetings to address a specific issue or problem.

The purpose of these meetings is to discuss construction progress and provide a forum in which the major project participants (architects, engineers, contractors, subcontractors, and owner representatives) can discuss their concerns. The meet- ings are usually somewhat formal in nature with a written agenda.

Meeting minutes should always be recorded at these events. It is common practice to bring in a field engineer or administrative assistant to record these minutes. Every discussion and decision made must be documented. These min- utes should become part of the formal record pertaining to the project and be distributed to all appropriate parties in a timely fashion. Any discrepancies found in the minutes should be communicated within a limited time frame—10 days, for example—to avoid misunderstandings later. Any corrections or clarifications to the minutes should be duly recorded and distributed.

Although this formality may seem quite tedious to the seasoned superintendent when there are so many other practical things that may need attention, discipline here protects the contractor’s interests throughout the construction process and may help to avoid some sticky conflicts down the road.

I always made a practice of using new field engineers to record the minutes at progress meetings. This way they were able to hear firsthand the kinds of issues and concerns that owners, architects, engineers, and subcontractors brought to the table on a regular basis. It turned out to be one of the best training venues that I could provide on the job site.

Logs, Diaries, and Daily Field Reports

One of the best ways to keep up with all of the day-to-day activities that go on at the job site is by tracking them in some type of a standard log or by recording them in project diaries.

Logs

Logs are used to track a number of regular activities occurring on the job site. Some of the more common logs are as follows:

· ◆◆  Phone logs track phone calls, both incoming and outgoing. They usually record the date and time of the call, the participants in the call, and the purpose of the call.

· ◆◆  Transmittal logs track the dates and addressees of all transmittals as well as the actual information being transmitted, such as shop drawings, prod- uct cut sheets, samples, or some other submittal.

· ◆◆  Deliverylogshelpkeepupwithallofthematerialandequipmentdeliveriesthat are made to the site. The log contains the date of the delivery and the material received, and it notes any problems with the order and the actions taken.

· ◆◆  RFI logs track all requests for information submitted to the project partici- pants and their responses. The date the RFI was sent and the date that the response was received are also noted in the log.

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Diaries

Every member of the project team, but especially the superintendent, should be encouraged to keep a project diary. This tracking tool can take the form of a sim- ple spiral notebook or something more elaborate, such as a day planner or elec- tronic organizer. The diary is used to track all of the day’s events in a summarized fashion and in the individual’s own words. Diaries are used to note daily work activities, conversations, observations, and any other information worth record- ing. It is important that each member of the team keeps their own diary, because different people will have different interactions and conversations throughout the day. The diaries provide a reliable historic record and can become very impor- tant when disagreements or discrepancies arise on the job. Handwritten diaries are often permissible in courts as evidence of actual events and conversations. Electronic entries are sometimes viewed as less credible.

Daily Field Reports

In addition to the informal project diaries, most construction companies require that a more formal record be kept. These field reports are intended to simplify the capture of some fundamental information needed to track job progress and confirm that various project requirements are being met. For example, a notation indicating that an inspector was on-site and approved a footing excavation would verify that required quality checks are being conducted. The reports are usually written on preprinted standard forms that contain consistent information. They are relatively easy to fill out and must be filed with the superintendent’s signature and date marking it as an official document. The following are the types of infor- mation recorded:

◆◆ The name of the individual making the report ◆◆ The date, project name, and location ◆◆ A brief description of the day’s activities ◆◆ The temperature and general weather conditions ◆◆ The contractor’s own work forces on the job

◆◆ The subcontractors’ personnel on the job site ◆◆ Materials or equipment delivered ◆◆ Equipment used on the job ◆◆ Visitors to the job site

◆◆ Other notable events

Daily reports are often summarized into weekly or monthly reports that are distributed to upper management within the company. These reports make up some of the data used to analyze project performance and make adjustments to the overall project plan.

Labor Records

If the popular adage “Time is money” holds true, then labor represents the great- est risk to the construction schedule and budget—and indeed it does. Keeping accurate labor records is one of the most important functions of construction managers in the field. The data that they collect by way of time cards is extremely valuable to the construction company. The time cards provide the payroll clerk with all of the information needed to calculate wages and distribute paychecks — which is pretty important, especially if you are one of the workers expecting a check. In addition, time cards provide the fundamental information needed by the construction manager to track and monitor productivity and labor expenditures.

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Employee Name	Trade Class	RT/OT	Cost Codes	Rate	Total Hours	Gross Amount
			3.010	3.020	3.120	3.801
Stevens, Pete	Concrete Finisher	RT			2	6	$27.00	8	$216.00
		OT
Platt, Debbie	Labor	RT	2	2	4		$18.00	8	$144.00
		OT
Doud, A.J.	Carpenter	RT		5	3		$24.00	8	$192.00
		OT
Michaels, Ron	Labor	RT		2	3	3	$18.00	8	$144.00
		OT
Alvarez, Manny	Rodman	RT	4	2	1	1	$29.00	8	$232.00
		OT

On large projects, time cards are usually filled out by supervisory personnel for each trade or labor group working on the job. If it is a small job, the individ- ual workers record their hours on a weekly time card. In either instance, once the cards are completed, they should be reviewed and checked by the superintendent for accuracy before being sent to the payroll clerk.

The information gathered from the time cards is used to create a weekly labor report, typically prepared by the superintendent or assistant superintendent. The report tracks labor hours and dollars spent on various aspects of the work. Labor is categorized and tracked by cost codes, which I will explain in much greater detail in Chapter 10. But for right now, it’s sufficient that you understand how the report is used and why it is so important. The purpose of the report is to sum- marize cumulative labor costs and compare them with budgeted labor costs. This information helps the management team keep the project on target for meeting its cost and schedule goals.

Visual Records

You’ve heard the expression “A picture is worth a thousand words.” This is certainly the case in construction. There are many reasons for visually record- ing work progress on the job site. Progress photos help document construction

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transmittals

A tracking document that serves as a cover notification to any commu- nication, submittal, or shop drawing being transmitted among the project participants.

methods, highlight and capture problem areas, and supplement written reports. For example, some contractors are using videotape and still photos to record the location of wires and pipes in walls in lieu of sketching them on the as-built drawings. This way, everyone has a record of where these items are after the walls are covered with drywall. This can be very helpful, especially if you decide to remodel the space down the road. With digital photography, you can take hundreds of photos on your project site and easily archive them electronically for records and historical reference.

Web Cameras

Webcams record images or live video streams from remote digital cameras and are usually accessible for viewing on a project website. This technology is utilized in a variety of ways but has become quite popular in construction and is now readily available on many job sites. These cameras provide 24-hour access to the building site by any member of the project team who is authorized to access the website. The opportunity now exists to sit in an office hundreds of miles away and attend an on-site meeting where a specific construction problem is being dis- cussed. You can see the work as it is being performed in real time. Although web cams should never be used as an excuse for not visiting the job site in person, they are definitely useful for keeping an eye on things between visits.

In addition to providing real-time access to the job site, web cameras have become an amazing tool for teaching construction management in the classroom. Streaming video creates the opportunity to take your students on a virtual field trip.

Correspondence

Every day, numerous communications are generated among the project participants. Emails, letters, and faxes fly back and forth among the architects, engineers, owner reps, building officials, subcontractors, material suppliers, testing organizations, government agencies, and community groups. All of the correspondence must be filed and recorded throughout the duration of the project. The types of documents that must be saved include the following:

◆◆ Submittals ◆◆ Payment requests ◆◆ Punch lists ◆◆ Change orders ◆◆ Transmittals

◆◆ Requests for information ◆◆ Letters ◆◆ Emails ◆◆ Faxes

◆◆ Miscellaneous items

Today most of these documents are created and stored electronically. It should go without saying that these records should be backed up on a regular basis. Handwritten documents are usually filed in three-ring binders. Although this may seem like a lot of work, it takes only one major claim or lawsuit to jus- tify the effort.

Paperwork and record keeping are not the only non-construction-related activities that the superintendent and on-site construction management team must contend with. They must also handle a number of public relations issues.

Public Relations

Every construction project requires some level of public relations work to be managed by the superintendent. Because the superintendent is the frontline repre- sentative for the company, it is important that good relations be established and maintained throughout the duration of the construction. Although most super- intendents will probably tell you that they would rather deal strictly with con- struction issues, they understand that they must sometimes contend with owner relations, employee issues, subcontractor conflicts, company image, and publicity.

Owner Relations

I cannot stress enough how very important it is to maintain positive, cooperative relations with the project owner and their representatives. This requires a high level of communication. Making the extra effort to make sure that the owner is in the loop when it comes to project progress is vital.

Although most formal communications must be routed through the archi- tect, I have found that it is very beneficial for the project manager to pick up the phone and check in with the owner (or the owner’s job site representatives) on a weekly basis. The superintendent is really the first line of communication on the job site, but most owners really appreciate the extra consideration. You would be amazed at how often a potentially serious conflict can be defused with just a simple phone call. Whatever action can be taken to catch and discuss problems while they are still small is always in the contractor’s best interest. One of the ways that the construction industry has increased overall owner involvement in the construction process is through a variety of collaborative

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software programs. These programs establish intranet sites that allow the owner to take part in the numerous discussions between the designers and contractors as they work out the details of the construction. This helps eliminate problems when someone gets left out of the communication loop. Most large contractors now use some type of collaborative software to integrate all of their project management systems. Web cameras are often linked to these intranet sites, which allows the owner and other authorized parties to watch the work as it is being performed.

Check out Autodesk Buzzsaw under the Products link at the Autodesk website (http://usa.autodesk.com). Buzzsaw is an example of a collaborative software program that is on the market. This product is designed to improve construction management processes and enhance project tracking and control.

Employee Relations

A number of employee issues must be addressed by the superintendent when managing the construction operations. Some of them warrant strict policies and procedures, such as sexual harassment and drug and alcohol use, while others are dealt with only as issues arise, such as personality conflicts among individual project team members. Let’s take a look at some of the more serious problems.

Racial and Sexual Harassment

Harassment is a serious issue and should not be tolerated in any work environment. The company leadership must send a very strong message regarding specific anti- harassment policies. All managers and superintendents should be trained to recognize and stop all forms of racial and sexual harassment and be required to communicate

a zero tolerance for harassment philosophy to the workforce on-site. Failure to do so can end up being very costly to the contractor and destroy company morale in a hurry.

Even seemingly harmless actions such as graffiti can no longer be viewed as naive expressions. A company can now be held liable for failing to curb such imma- ture behavior when it contains racial or sexual innuendo. For example, in January 2000, a $1.3 million settlement was reached between the U.S. Equal Employment Opportunity Commission (EEOC) and a large construction company based in New Jersey that performs work throughout the United States. The lawsuit arose from complaints received by the EEOC regarding racial and sexual harassment at a spe- cific construction project in Illinois. The harassment included racist and sexist graf- fiti in portable toilets on the job site.

The attorney prosecuting the case made this statement upon notification of the award: “This case ought to serve as a lesson to the construction industry at large. Racial and sexual harassment, including racial and sexual graffiti, is no more acceptable at construction sites than at other places of business. It’s illegal, and con- struction industry employers who permit it may be looking at costly litigation.” The attorney went on to say that “the case was important because it challenged a persis- tent problem in the construction industry, harassment in the form of graffiti.”

Obviously, there are more blatant expressions of harassment than graffiti, but this example shows just how serious the issue is. No matter what your views are regarding the credibility or fairness of harassment claims and awards, there is no doubt that the stakes in permitting questionable behavior are getting very high. A workforce left unchecked when it comes to any kind of irresponsible and harass- ing behavior is a liability.

Drug and Alcohol Policy

Construction is a dangerous business. The use of drugs and alcohol cannot be tolerated on the job site. It is critical that every construction company have a written policy regarding substance abuse. The policy must be posted and clearly visible on the job, and the superintendent must uphold the requirements of the policy to the letter. The superintendent is responsible for making it crystal clear to every subcontractor and every worker on-site exactly what that policy is and what the consequences of violating it are. (This very important issue will be addressed in further detail in Chapter 11.)

Subcontractor Relations

It would probably be a miracle if your construction project completed without experiencing at least one conflict among subcontractors, between a subcontractor and a vendor, or even among your own management team. But part of the job of a superintendent is to referee conflicts and do whatever can be done to defuse ten- sions and maintain high morale among all members of the project team. This is not always an easy task, but it is a crucial one. The project’s success depends on it.

Most conflicts on the job site arise out of misunderstandings and scheduling snafus, both of which can be avoided. Good communication networks and conscien- tious planning efforts help prevent most of the serious conflicts that can arise among co-workers. Getting projects built on time and within budget is hard enough when everyone gets along and enjoys what they are doing every day. Trying to accomplish this task when people are fighting and complaining just makes it that much more difficult. The best superintendents possess at least as much leadership ability as they do construction knowledge.

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Company Image and Publicity

Although it may not seem as if publicity should be considered part of construction operations or job site management, the truth is that your construction project is one of the biggest advertising tools that you have. The problem with this notion is that the publicity could end up being a good thing or a bad thing. For example, if your project is a high-profile, greatly appreciated facility, viewed as contribut- ing to the overall betterment of the community, that is a good thing. On the other hand, if the project ends up in the middle of some political or social controversy where picketers are standing outside your entrance gate every morning, that can be a bad thing. Either way, the issue must be managed both at the job site level and at the corporate level. The key is not to let the publicity interfere with the actual work of getting the project built in as timely a manner as possible.

To start, it always helps to be perceived as a good neighbor. Keeping the job site clean, limiting the noise, and controlling the dust all adds to your company’s image as a responsible contractor. Making the effort to keep nearby residents and businesses informed about your activities—especially those that will cause inconveniences, such as late-night concrete pours or temporary traffic detours— will help maintain harmony and save you a lot of headaches.

There are numerous ways in which to make an impression while constructing your project and doing your job. As stated earlier, nothing speaks louder than the quality of your work and the conduct of your people. However, there are a couple of simple additional things that you may want to consider, covered next.

Signage

Job signage is one of the easiest ways to advertise your company and bring atten- tion to your construction abilities. Most construction contracts require that the contractor fabricate and install a large construction sign at a prominent location on-site that announces the project name, the project architect, engineers, general contractor, major subcontractors, and major financier.

Other types of signage are commonly displayed on construction sites. There are signs painted on company vehicles and company equipment and logos pasted on company hardhats. Many contractors fly large banners at the top of their high- rise buildings under construction or on top of their cranes high in the air to adver- tise their company name. I recently visited a rather prominent developer/builder on the East Coast, and I was surprised to witness three superintendents all argu- ing over which one was going to get to fly the largest of the company banners on the job. Apparently all three projects were high visibility, and each superintendent wanted to make sure that the community was aware of exactly who was respon- sible for bringing these new facilities to the area.

Dealing with the Media

When you work on high-profile projects, it is not uncommon to encounter the press. Sometimes they may even show up on your job site unannounced. The superinten- dent must make sure that they are never allowed to wander around the construction site unescorted. First, it is dangerous, and second, you need to be fully aware of what they are photographing with their cameras and who they are talking to.

Some projects actually warrant a full-time public relations person to handle all media requests. However, if you do have the opportunity to be interviewed by the press or for television, make sure that you are equipped with accurate information and the authority to speak. It is always a good idea to discuss pub- licity issues with the owner up front. You don’t want to do anything that might damage your relationship, and it is very easy to slip up and say something you should not have said. The possibility of your words being misconstrued is always a risk.

On the other hand, under the right conditions, free press can end up being a boon for your marketing plan. For example, I had a client back in the early 1990s who was remodeling a unique historic home. The local newspaper decided to do an article on the project (because of its historical significance) and inter- viewed me at length on the job site. A photo of me inside the house and a lengthy article ended up on the front page of the real estate section in the Sunday edition of the paper. That little interview ended up being worth about $15,000 of free publicity for me. The phone started ringing off the hook from all over the state. Apparently a lot of people were interested in remodeling their historic homes!

It may surprise you to learn that both the National Association of Homebuilders and the Associated General Contractors conduct workshops teaching contractors how to deal with the media and do live interviews. I took the course myself years ago and can tell you that it was very professional and improved my public inter- viewing skills tremendously. Once again, you can clearly see that there is a lot more to this construction business than bricks, sticks, hammers, and nails!

Applying Technology

The tasks associated with construction operations and site management are quite varied and generally take place in real time at the project site. Even though it has been reported by some that 75 percent of the construction management process takes place in the field during the actual construction phase, technologies to sup- port these activities have been slow to develop. However, we are beginning to see more and more technologies developed for field work.

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Often dubbed construction field mobility software or simply construction field software, these technologies typically use pen-based tablet PCs loaded with digital plans and specs to automate field processes associated with everything from productivity, change orders, and submittal approvals to deliveries, quality checks, and the management of punch lists. Their primary advantage is to com- municate field information instantaneously back to the office or directly to sub- contractors, vendors, architects, and clients so that decisions can be made and actions taken quickly. You can just imagine how this relieves the superintendent, field engineers, and other on-site personnel from the tedious task of making field observations and then going back to the job site trailer to follow them up with all kinds of reporting forms and paperwork. Instead of lugging paper plans and specs around the job site and recording everything on clipboards to be trans- ferred to field notebooks, writing up RFIs, and documenting punch-list tasks, the field personnel can simply communicate their needs and requests in real time by making their notes in their PC tablets, which link to other software programs and technologies. This frees them up to focus on more important tasks such as overseeing construction and making timely decisions to keep the project rolling.

These new field friendly devices are growing in popularity, especially with new superintendents and on-site project managers. As this trend continues, they are likely to become standard equipment on most job sites. Vela Systems (www.vela​ systems.com/construction-field-software-products/) has established itself as a prominent developer of these construction field software programs. As such equipment is increasingly embraced, we will begin to see a whole generation of field mobility devices and software utilized on the construction site.

Terms to Know

back charges concrete washout station dry shacks laydown area

site logistics plan straw wattles transmittals will-call

Review Questions

1. Identify at least three issues that the superintendent must be concerned with when trying to manage construction operations.

2. When scheduling subcontractors for the job, you should try to follow three fundamental rules. What are they?

3. What does it mean to order something on will-call?

4. Identify at least three factors that can negatively impact construction

productivity.

5. Identify at least three environmental issues that might interfere with the project schedule and cause unexpected delays on the job.

6. What is a laydown area?

7. What types of information should be shown on a site logistics plan? Name

at least four items.

8. Why is it important for the job superintendent and the other members of the on-site team to keep project diaries?

9. Why is it important to accurately report hours and cost codes on time cards?

10. Identify the way in which the construction industry has increased overall

owner involvement in the construction process.

11. What does SWPPP stand for and what is its purpose?