You must first define these organisational strategies before you can incorporate organisational strategies for construction operations. You will deal with these strategies one by one.
Publicity for traders and other workers
You would have defined the labour force required to complete the project in the project assessment and tender. If the organisation does not have enough manpower to accomplish this task, depending on the need, it may need to hire additional trades workers or other personnel.
It will be appropriate to advertise for this or pursue these employees from labour hire companies to find these extra employees. Whatever technique is used, it must be applied in compliance with organisational processes. As such, strategies for the interviewing of these potential workers must be in place so that the best qualified candidates are hired.
Appointing project managers and supervisors for building
There is a need to select project managers and building supervisors who are ideally suited to take care of the project, as well as providing adequate personnel. The scope of the project will decide whether project managers or building managers will be named. In these positions, the organisation will also have individuals, and these may be included in this project to either oversee the project or supervise the project.
If the organisation does not have these employees, they will have to either encourage or advertise within their workforce to find the required workers. It will be important for the individuals assigned to these positions to have adequate experience to ensure that they can perform the task and achieve a high-quality project.
Organisational staff briefing
To brief all corporate personnel, the corporation will need to ensure that objectives are defined and implemented. Such staff must be familiar with the organisational structure and processes so that, in turn, they can perform the tasks necessary.
To allow simple and direct communication, strong communication skills must be employed. To define and confirm criteria and exchange details, there may be the use of questioning. Personnel must be able to listen to the communication that is presented to them and understand it. Such correspondence can also take the form of telephone calls, faxes, e-mails, notes, and letters.
While it is important to brief internal personnel, it is also essential to keep external agencies and clients informed as well, so they are all aware of requirements and expectations, steps to be followed, responsibilities, etc. This is important to establish trust amongst stakeholders and clarify roles, responsibilities.
Asking for subcontract activities tenders
You have possibly called for tenders from subcontractors during the estimation and tendering process. In the planning stage of the project, if these were not asked for at the time, then it would be appropriate to call for them.
If these tenders have been issued from subcontractors, the company will determine which subcontractors to use and remind them of this.
These tenders will become part of the project's subcontractor contracts. The scheduling of the use of these subcontractors will continue after these contracts have been accepted and signed.
An invitation to tender is a really important document in construction. It is the main instrument which companies use to garner interest amongst and eventually choose the vendors who will work on their projects. This is to ensure the suitability of the contractors, encourage competition and to avoid nepotism.
Purchasing methods for construction supplies or building materials
You must, however, ensure that protocols are in place for the procurement of these products from the selected suppliers. This will involve providing accounts with these vendors and plans for payment with these vendors. A 30-day account with its suppliers will be run by most builders and this would help with the project's cash flow. If new suppliers were to buy building supplies or construction materials, then the company would need to create accounts with these suppliers. This will have to be done in line with business procedures.
Refining critical path data for the project
Part of the organisational approach expected to be adopted is to pursue the project's vital path. You must bear in mind, however, that the critical path can shift from time to time, and you may have to refine the associated details.
There will be a need to hire plants or other equipment for most projects. Types of plant and equipment used in projects could range from small hand tools to large equipment for earthmoving.
Small facilities used by the company's staff will be accompanied by instructions for use and, if necessary, training in the use of these facilities.
Typically, a large plant will come with an operator trained in the use of this plant. It is necessary to be licensed to use this kind of equipment in most situations. This equipment must therefore be provided with its own insurance and insurance against public liability.
Procedures for recording this recruitment must be in line with company policy.
The following are some things that could be put into this process:
- Ordering procedure: It must be ordered using the ordering procedure of the company.
- Manufacturer specifications: Check that the plant has been inspected and maintained in accordance with the specifications of the manufacturer.
- Proper use of plant: Ensure that the supplier provides information about the proper use of the plant.
- Equipment managed and tracked: Ensure that all equipment hired is managed and tracked so that it can be returned intact.
- Serial numbers: Each hirer should have comprehensive serial numbers of each item.
- Verification: A verification is made when equipment is purchased to ensure that the information given by the hirer is accurate.
- Updated records: It is critical that the records are updated when the equipment is returned.
Other forms of paperwork that a company needs when it hires equipment may be available. Some of the basic items are above and it will rely on your organisation as to the degree of the necessary documentation. At times, very detailed documentation is needed for very large businesses.
A common issue requiring action at the beginning of construction projects involves the removal of existing services and hazardous materials. The removal or alteration of existing services has been simplified by the accurate electronic location of existing underground services by specialist contractors. This has taken the guess work and uncertainty out of the activity.
Existing services may include underground storage tanks requiring disconnection and removal. Hazardous materials could include asbestos, heavy metals, toxic chemicals or radioactive materials with associated lawful disposal and making good. The rehabilitation required in these situations can be extensive. In addition, many construction sites expose footings from earlier buildings, and some have historic significance that requires special care or additional cost.
These existing conditions may be known and included in the contract scope of works, or they may not. Some contracts include conditions relating to 'latent' conditions and set out how the costs for these are to be treated, e.g. as a variation or not. Other contracts are silent on this issue. Most contracts include a requirement that the contractor carry out a site inspection and allow for discernible requirements.
Design and construct contracts should include through site investigation. Regulations such as the Protection of the Environment legislation in NSW and the Work Health and Safety Act set out requirements. Much of this work needs to be carried out by licensed operatives. Refer to WHS legislation for asbestos removal and demolition licencing requirements.
Removal of hazardous material, services removal or demolition procedures should include:
- verification of contractual obligations with respect to cost and related matters
- independent audit of extremely hazardous material
- approvals and required permits on record/certificates on site
- system of work documented/work method statement prepared, approved and complied with
- engineers certificate for demolition recorded
- handrails and barricading used as required
- public protection in place
- signage displayed
- WHS safe excavation practices used
- electronic location and identification of underground services
- services disconnection by licenced tradesman prior to excavation
- excavation exceeding regulation depth are suitably benched, battered or shored taking into account soil conditions
- PPE supplied and used
- dust and silt control in place
- vehicle traffic control in place
- safe access and egress to excavation/trenches/areas organised
- areas dewatered as necessary
- spoil away from trenches
- plant suitable for area and operations, certificated and trained operators, log book / maintenance records on site, safety devices operational (reversing lights and sounds, guards and rollover protection) and adequate venting of fumes
- lawful disposal of waste/recycling and remediation maximised.
Asbestos removal procedures should include:
- independent audit of asbestos type
- compliance with WHS legislation and code
- work method statement prepared, approved and complied with
- signage displayed
- PPE supplied and worn
- asbestos removalist licenced and insured
- asbestos monitoring and decontamination unit implemented as required
- statutory authorities and testing records on site.
