Do you know what to do if there’s a construction accident on your project? Does your crew know what to do if there’s an accident?

It’s terrible when there’s an accident on a construction project, especially if someone is seriously injured. None of us really wants to think about an accident so often we and our crew are unprepared when an accident strikes. Yet being prepared for the worst, and having our crew prepared for an accident may just be the difference between life and death for someone.

Construction is an inherently dangerous occupation and regrettably, accidents regularly occur on construction projects and they strike unexpectedly, even on safe and well-managed projects.
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Often time is of the essence when there’s an accident. Emergency services must be contacted and they must have directions to get to the scene of the accident as quickly as possible.

1. Contact emergency services
Does everyone on your construction project know who to contact in the event of an accident? Some projects are spread over large distances – can crews contact emergency services in the case of a construction accident? Sometimes small crews are left after hours to finish off work – will they be able to call for assistance if there’s an accident? Work crews must have access to a working telephone or radio. Note that some projects in the country, particularly in hilly areas, may have parts of the project without mobile telephone reception so always ensure that workers can communicate in the event of an emergency.

Providing every worker with a safety card of emergency numbers, including the contact details for company managers, which they keep in a wallet or pocket will mean that emergency numbers are always close at hand. Add the project address to the card so the person can immediately tell emergency services where they are. Even have new project workers input these numbers into their cell phone (mobile phone) during their inductions.

2. First-aid facilities
Fully equipped first-aid kits must be available at key points on the project. These locations should be clearly signed so they can be found in an emergency. Unfortunately frequently items are removed from first-aid kits and they aren’t replenished, so the temptation is to lock the kits away. However, it’s vital that first-aid kits are easily accessible in an emergency, even after hours. It won’t help if the first-aid kit is in an office on the ground and the crew is working on the fifteenth floor of a high-rise building, or the kit is in a vehicle that has left the project on an errand.

Of course, it would be terrible to open a first-aid kit in an emergency to find that it is incomplete and critical items you require aren’t there. It’s therefore important that first-aid kits have a list of their contents. The kit must be regularly checked and missing items replaced.

Some products have expiry dates and these should be checked and expired products replaced. Preferably there should be a first-aid register to record treatments given and the products used. This register could be key to tracing treatments provided should the treated person’s condition deteriorate. It also serves as a way to track what products have been issued from the kit.

There should be at least one trained first-aider on all projects and preferably only they should draw items from the first-aid kit. The work crew should never be allowed to take items from the first-aid kit unsupervised unless it’s an emergency. Anyway, all items removed should be recorded.
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Why don’t you attend a first-aid course? Your new knowledge could save a life – at work, even at home, or anywhere at any time. Don’t stand helplessly when there’s an accident – an understanding of first-aid could help you save a life.

​All workers on construction projects must attend a project induction. One of the topics discussed should be what to do in the event of an accident and who to call. In most areas, the hospital, doctor or ambulance crew will require details of the company’s health insurance, so it’s vital to have the necessary documentation handy so that the injured person can speedily receive the best treatment.

In the event of a serious accident the injured person should be removed from immediate danger. Emergency services should be contacted. Someone should be sent to meet the emergency services, possibly to the project entrance or nearest road intersection, so they can direct the ambulance or fire tender to the scene. Emergency first-aid should be applied.

Shut down operations in the area. Ensure the area is safe. This could include shutting down power and gas supplies. If the accident is on a road set up warning signs and barricades to stop or divert the traffic.

Before the ambulance leaves find out where they’ll be taking the patient. Secure the injured person’s personal effects so that nothing goes missing.

Management should be notified. The client should be notified. Always take photographs of the accident scene as soon as the situation is under control. Note the names of witnesses. For serious accidents and incidents cordon the accident area off. When there are serious injuries and death the authorities will have to be notified, which could include the police and the department of health and safety.
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Where the injured person is a union member their union will have to be notified. Insurers should be notified where there’s damage to a building, equipment, or someone that doesn’t work for your company is injured. The next of kin of the injured should be notified of the accident and which hospital the person has been taken to.

The status of the people involved should be checked, and management and the client updated on their health and recovery. If it’s somebody in your crew visit them in hospital and ensure that they are being looked after.

All serious incidents and accidents should be properly investigated.
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Only a designated company spokesperson should talk to the media so that there’s one version of the events. Your crew should not talk to the media.

Last week we discussed preparing for your meeting:  Construction Project Meetings - Part 1 Be prepared. 

So now hopefully you are ready for your meeting with the client.

Make sure you arrive on time. It's rude to keep people waiting, it wastes everyone's time and it creates a bad impression. You can be sure that if you arrive late you have irritated the client and they be less sympathetic to what you have to say in the meeting.

It goes without saying that you should arrive at the meeting with the minutes of the last meeting in your hand, as well as the documentation and answers that you required for the meeting. Have something to take notes.
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Try and cleanup before the meeting. It doesn't mean putting on a tie or jacket, but at least look respectable and professional. Believe it or not our work and competence is often judged on whether we look professional.

It's polite to turnoff the sound of your phone so an incoming call doesn't interrupt the meeting. Refrain from frequently looking at your phone and reading messages and emails.

As I said in the article last week, project meetings are often a good time to discuss concerns and issues with the client's project team.

At the start of the meeting raise any corrections to the previous meeting minutes. As mentioned it's not necessary to be pedantic and raise issue with spellings and grammar, but do correct the spelling of names if necessary. It is important that the facts as discussed at the last meeting have been fairly recorded and that there aren't additions in the minutes which weren't discussed.

During the meeting make your own notes of important discussion points and answers. Not only is this a record so that you can check the meeting minutes when they are issued, but they remind you of stuff that you need to action when you get back to the project.

Ensure you provide the correct information and answers at the meeting. Remember the meeting minutes are a record which could be later used to prove or refute a variation claim. Don't guess answers. If you're not sure of something then rather say so and commit to providing the answer after the meeting.

If you have questions or things to discuss then ensure you raise them under the relevant agenda items.

Don't make promises at the meeting, or commit to dates, without giving proper consideration to what you are committing to and whether you can deliver on the promise. Don't be pressured into committing to something you're not sure is doable. Rather ask for time to check and get back with a commitment. This doesn't mean that you are obviously obstructive or evasive. Just be sure of your answers. You may even choose to provide a qualified answer that you will probably achieve the date, but you must first check when you get back to your office and confer with others before providing a definitive answer.

Avoid getting into petty arguments. If you are wrong, then admit it and move on. I've had construction managers working for me who have argued points when they were wrong. Even dragging them over to several following meetings, so the embarrassing item appeared in several meeting minutes. Learn to move on. 

Of course when you are right and the item is contractually significant then make sure you provide clear and correct answers and that your point of view is recorded in the minutes even if the client does not agree.

The meeting should never be a shouting match, even if others are disrespectful at the meeting. Always stay calm and have your say. If your say is not accurately recorded in the meeting minutes then put the points in a letter afterwards.

​Don't talk over others and listen to what others are saying

After the meeting go through your notes and action the things that need to be actioned. Convey information to your team that arose from the meeting.

If there were decisions made at the meeting which have time or cost implications then ensure these are recorded. Get official client instructions where required, or lodge variations as necessary.

Get back to the client's team with any answers or information you promised to provide at the meeting. Provide the missing information as soon as possible so you don't forget. Anyway efficient response provides the team reassurance that you reliably provide information when you don't have the exact answers at the meeting.

Construction project meetings can provide a useful interaction with the client's team and they can be a pathway to resolve issues on the project. Regrettably the client's team is often responsible for managing the meeting and recording the minutes. They may steer the discussion away from sensitive or embarrassing subjects, or write the minutes in a one sided manner. 

It is therefore important to be prepared for the meeting, to check the previous meeting minutes carefully and report corrections and see that these are recorded, then to act professionally at the meeting, with calm and dignity.

Remember the meeting minutes are often read by higher authorities, both from the client and even your managers. Try and ensure that your actions do not reflect poorly on your company. 

Project meeting minutes are a valuable record and they must be correct. 

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​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
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The books are available in paper and ebook from most online stores including Amazon.

© 2020 This article is not to be reproduced for commercial purposes without written permission from the author.

​Most projects have weekly or biweekly meetings with the client or their representatives. If the client has not scheduled meetings, it’s good practice to request them. Minutes of meetings should be circulated to all attendees
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Client meetings are often run to an agenda prepared by the client. The contractor should be free to add agenda items which they believe are relevant to managing the project successfully.

Project Managers often go into meetings ill prepared and without information previously requested, resulting in items remaining on the minutes week-after-week. This reflects poorly on the contractor, and the Project Manager, because these minutes are usually circulated within the client and managing contractor’s organisations and are often read by senior people within these organisations. Items which aren’t closed out tend to irritate the client and managing contractor, giving the appearance that the contractor is ignoring them, and administrating the contract unprofessionally.

The day before the meeting:

• Read the minutes again
• Ensure you have answers and information for questions raised in the previous meeting
•  Make notes of necessary corrections to the minutes
•   Make note of new items that require discussion at the next meeting such as:

                o   outstanding drawings or information
                o   client delays
                o   correspondence not replied to
                o   overdue payments
                o   any new or potential problems 

​Site meetings are often ideal places to resolve issues or bring them to a head.
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​This article is an extract from the author's book 'Successful Construction Project Management: The Practical Guide' which is packed with construction project management tips and advice.

​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
​
The books are available in paper and ebook from most online stores including Amazon.

© 2020 This article is not to be reproduced for commercial purposes without written permission from the author.

From time to time new people will join your construction team. They may be permanent additions, or only helping out for a day or two. Sometimes they’ve come from another supervisor, even from another project, but often they’ll be new to the company. Supervisors and project managers are always busy, so regrettably most will give the person the briefest greeting, point them in the direction of where the crew is working, then expect them to get on with the job.

Unfortunately, on one project we had a subcontractor’s employee fall to their death. They had only started on the construction project and with their company that morning. Nobody had explained the hazards of the project to the new employee, no one had checked to see if they could work at heights, nobody was checking what the new employee was doing, or looking out for them. The employee did a silly thing and instead of climbing down from the elevated working platform using the ladder, they rather clambered through the handrails and tried to step across the gap between the platform and the second floor of the building – slipping and falling to their death.

Sometimes new employees are given tasks which they aren’t capable of doing, which could result in mistakes and poor quality. But equally bad, is when a skilled person is given menial tasks because the project manager or construction supervisor is unaware of their skills and capabilities. This not only demotivates the person, but it’s a waste of money because a less skilled person on a lower wage could do the task equally well.

Of course, the first thing with any new employee in construction is to ask for proof that they’ve attended the project induction. Then talk to them for a few minutes to understand what experience and skills they have. If necessary ask to see their qualifications – particularly check licenses and never assume that if the person was operating a vehicle or machine elsewhere on the project that they have a valid license to operate the equipment.

If the employee has come from another supervisor ask that supervisor about the employees abilities, strengths and weaknesses.

Check that the person has a reasonable command of the language used on the project – will they understand your instructions and will they be able to communicate with the rest of the project team. Explain what you are doing and how the person will fit in the construction team. Tell them where they’ll find tools and materials for their tasks. Explain your expectations of your team. Then introduce the person to others in the construction team, particularly those they will be working with. Ask one of your older hands to look out for and help the new person. Finally, later in the day, ask the responsible person how the new person is doing and if there are potential problems that you should know about.
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Sure, this all sounds like it will take 10 minutes of time that you can ill afford to spare, but that 10 minutes will more than pay for itself if it’s helped prevent an accident. It will help to utilise the person efficiently and effectively. It will ensure that they fit into the team quicker. It makes the new employee feel like a valuable part of the construction team and not just a body filling a gap.

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​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
​
The books are available in paper and ebook from most online stores including Amazon.

© 2020 This article is not to be reproduced for commercial purposes without written permission from the author.

Every construction project and client seem to have different safety standards. Some clients can be quite slack when it comes to safety, while other construction projects have numerous rigorous rules. Even the authorities don’t always apply safety standards in an even and consistent manner.
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The client has their safety standards, then there are the national and state safety standards, while some industries, like oil and mining, have their own particular rigorous safety standards, while your company has their safety rules and safety standards. Which safety rules should you follow? It can be quite confusing moving between construction projects with differing safety standards.

When implementing safety measures the rule should always be that the most rigorous safety standards apply. But more importantly, that work is always done in a safe manner. So, no matter the rules and regulations you should never carry out work which could endanger a person’s life or damage property.
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Often common-sense is the best safety protection. Unfortunately, some in construction don’t apply common sense.

​Always ensure that you understand the project safety requirements. Importantly ensure that your crew understands the project safety requirements, because if it’s confusing to you then it’s certainly confusing for them. Always ensure that the safety standards are set from the first day on the project and that they are applied consistently through the whole project.

Some clients may have safety rules that you feel are unnecessary. In fact, some safety officers have their own unique things they look for. It’s seldom worth arguing that a safety rule is unnecessary, and it’s not a fight that you’re likely to win. In reality, the more you argue the case, the more likely the client or safety officer will dig their heals in and enforce their rules. Often this argument results in a bad attitude, which causes the person to look for additional safety issues and problems to make your life more difficult.

Of course, if there are additional safety rules which are hindering the project or adding additional costs which aren’t a general requirement on other construction projects you could perhaps argue the case. But first, check that the additional safety requirements aren’t stipulated in the contract document (this could include wearing additional personal protective equipment).

In which case the contractor should have allowed for these additional measures in their price, and you should have no reason to refuse to comply. If there are additional rules which hinder work which hasn’t been stipulated in the contract, then the contractor may have reason to claim additional costs and time from the client, but probably won’t win an argument to slacken the requirement.

​But before arguing the case against a particular safety requirement always consider whether the rule will prevent an accident and how much of a nuisance it actually is. We often resist change simply because we don’t like change! We shouldn’t be arguing against something that will prevent an injury. And some fights aren’t worth wasting our time and energy on or aggravating our clients.

​None of us want to be injured at work and none of us want any of our crew hurt, so it’s vital that our construction projects are always safe no matter if the safety rules and regulations are relaxed, or the client accepts a lesser safety standard. Applying a consistently high safety standard across all our projects will reduce accidents and it will mean that our construction crews automatically follow these standards on their next project.
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Many see safety as a pain, additional costs, rules, an impediment to construction progress, paperwork, something that the authorities and clients focus on as a reason to torment contractors, and more.

In fact, there are probably some readers already yawning thinking “not safety again”! But, if you want to know about additional costs, wasted time and more paperwork, then let your construction project have a serious accident. Serious accidents could close the project for hours, even days. It can take days to investigate and clear-up. It creates poor media attention, and it will impact those on the construction project, and particular the project manager’s and supervisor’s reputation, as well as the contractor’s reputation.
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But, should we even consider all of that? Poor safety impacts peoples’ lives. It could even impact your life. It could be life-changing. Everyone on your construction project has the right to return home in the same state of health as they arrived at the start of their shift. Would you want to knock on somebody’s front door to tell them that their son, daughter, husband or partner is lying critically injured in hospital, or perhaps even dead? Hurt on your project!

Accidents eat profits
Your family expects to see you safely home at the end of each day. Accidents could result in days in hospital and weeks of recuperation. The time when you aren’t earning money, or are only paid part of your salary. Days of pain. Days of trauma for your family. Accidents could lead to the loss of an eye, finger or limb. They can lead to permanent disability. A serious injury may prevent you from working again in construction.

Accidents result in increased insurance premiums for contractors, which pushes up the cost of business. Accidents eat profits.

Loss of business
Most clients expect their contractors to work safely. Many clients ask to see the contractor’s safety statistics and contractors with a poor safety record won’t be allowed to work on their construction projects – these contractors may find it difficult to find work.

Production loss
Of course, accidents could mean that a critical piece of construction equipment is damaged, which will impact progress. An injured worker will result in less production. If the injured person is a key person, such as a crane operator or someone with a key skill they could be difficult to replace, and their loss will impact production on the construction project, causing the work crews to be less productive, even standing idle while a replacement is sought. Then, what happens to the work crew if it’s the supervisor who is injured?

Unnecessary wages 
Often the injured person’s wages must be paid by the company while they are booked-off work recuperating. This is a cost to the project.

Delays
Sometimes completed work, or critical material is damaged in the accident. Repairing or replacing the items costs money and often causes delays. Delays result in additional costs and could result in the client imposing monetary penalties on the contractor.

Investigations
​All serious accidents are investigated by the authorities. Where a construction project manager, superintendent, supervisor or foreman is found to be negligent they could receive a monetary fine, they could be dragged before the courts to face a lengthy and costly trial, and they could even end up doing prison time. Negligent construction companies and careless managers will definitely be sanctioned and fined.

​Indeed, it’s not worth working unsafely, it’s not worth taking short cuts and it’s not worth putting production and schedule ahead of safety. Your life and the lives of others depends on you working safely, it depends on project managers, superintendents and supervisors ensuring a safe working environment for their crew, other workers on the construction project, the client’s personnel and the general public.
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Safety isn’t just about rules, rather it’s about changing behaviours, it’s a commitment from everyone from top management, through the project manager, supervisors and superintendents, down to every worker to work safely.

Accidents are life-changing. They often happen when you least expect them. Indeed, I’ve completed dangerous work at heights without incident, only to have a stupid accident at the end of the construction project when trucks were being loaded. It is possible to complete construction projects without accidents. I’ve completed many projects that worked in excess of a million man-hours without serious injury. It takes a little care and a commitment from workers and management. It means that safety comes first on the project.
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Safety should never only be about rules. ...Continue Reading...

​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.
​© 2019 This article is not to be reproduced for commercial purposes without written permission from the author.

​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
​
The books are available in paper and ebook from most online stores including Amazon.
Find out how Paul Netscher can help you

Today Spain and Italy and 20% of the USA are in lock-down due to coronavirus or covid19. More countries are taking drastic steps to lock-down neighbourhoods, cities, states and countries. Will your construction project be forced to stop work? Will you be prepared for an indefinite closure of your construction project?
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But even if there isn’t a general closure of businesses in your region your construction project could be closed for 14 days if one person tests positive for coronavirus or covid19. Everyone working on the project will be quarantined for two weeks and you may have to get professional cleaners in to disinfect and clean equipment, offices and various facilities. Clients might not even accept completed buildings until they’re professionally cleaned if there’s a risk that surfaces were contaminated by sick workers.

At this stage many closures are indefinite. They could be for 2 weeks, a month, even longer. Who knows?
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What will happen to your construction project while it’s in lock-down? What will the weather be when it’s safe to return? Will your project be safe?

Well here are a few steps to take in preparation.

• Make sure your project is secure. If you have to close up tomorrow will the project be safe? Safe from theft and safe from people getting injured on the project. With schools out you don’t want bored school kids wreaking havoc on your project.
• Will your project be safe from the weather. Lots can happen in the next couple of months. Rain, storms and wind.
  • If you’re in the building business can you close parts of the building. Put extra effort into completing roofs and installing doors and windows. Put in place temporary weatherproofing where possible.
  • With renovation and brownfield projects avoid creating holes in existing roofs and walls which you can’t quickly close.
  • Try and close open excavations. Lay pipes in open trenches. Concrete open foundations. Avoid opening new excavations too far ahead of work.
• Now may be a good time to work extra overtime. I’m generally not an advocate of overtime, but in this case make use of the available time to get ahead on the project schedule, and importantly to secure your project.
• Try to handover sections of the project to the client as soon as possible.
• Get concrete into forms.
• Make sure you have up to date contact details for your crews. During the shutdown it may be necessary to bring back some people if there’s an emergency. Anyway, when people are allowed back to work by the authorities you might not want everyone back on the same day. There could be safety checks to be done, such as checking scaffolding, excavations, etc before work can resume. It may be necessary to pump the project dry. But anyway, sometimes lock-downs are announced over a weekend and it may be necessary to get some people urgently to the project to close it down before the official start of the lock-down on the Monday.
• Plan who needs to work through the lock-down. Are there pumps that must be operated? What about concrete tests and concrete curing? Draft letters for anyone who must still work during the lock-down so they can demonstrate to the authorities that they’re doing essential work.
• If you’re being paid for meeting milestones put every effort into achieving these milestones. It could be a long time before your next payments, so you don’t want to have a milestone 95% completed and you can’t complete it for months while the project is in lock-down.
• Check all storm-water drains are connected and clear of obstructions.
• Remove rubbish regularly so there isn’t litter that could blow around the unattended project during a lock-down.
• Return non-essential hired equipment to suppliers. Try and finish tasks so hired equipment can be returned.

Usually the authorities provide 24 to 48 hours ahead of the lock-down.
To prepare the project:

• Notify all staff, subcontractors, suppliers and the client when the project will close. Stop deliveries so that there are no last minute deliveries to offload just as the site is closing.
• Get urgent work completed. Concrete placed into forms that are ready. In a month’s time forms that aren’t concreted before lock-down will probably have to be stripped, cleaned and reformed. Getting elevated beams and slabs concreted before the lock-down could at least mean that the concrete is gaining strength while the project is closed, so forms can be stripped when work resumes.
• Make sure the project is secure.
• Safely store all small tools, and materials.
• Secure loose materials and protect materials from the weather where necessary.
• Ensure that partly completed work won’t be damaged by storms. Check that roof coverings won’t be ripped off, or unsupported walls blown down. Where possible weather coverings must be installed.
• Check storm-water drains are clear.
• Check temporary barricades are secure and won’t be pushed over by severe winds.
• Where possible put hired equipment off hire. Send equipment back to suppliers where possible.
• Park equipment in secure areas where they won’t be flooded.
• Ensure there are people to do essential tasks during the lock-down. Man the pumps, complete concrete curing and testing. If you’re project is in a trafficked area it may be necessary to have someone periodically visit to check safety barricades and signage. Anyone working must have contact details for the project manager in case of problems. If anyone who is attending to essential work becomes ill in this time, they must not continue working and there should be nominated backup people who can step in.
• Notify the security company of project closure.
• If you are being paid monthly for progress to date, then submit a progress claim to your client for your completed work. Don’t forget to include claims from your subcontractors. Everyone is going to be desperate for money.
• Complete and submit all time/pay sheets so workers can be paid for their time on the project.
• There is usually never enough time for paperwork on construction projects, so the project lock-down could be an opportunity to catch-up. Discuss with your team what work can be done during the lock-down and ensure team members take the required work home with them. Arrange skype calls if necessary. While the project is in lock-down you could complete outstanding variation claims and ensure that quality files are up to date. You may be able to get ahead with preparing method statements and risk assessment for future tasks.
• If your company is responsible for design, then ensure the designers will continue working from home. Arrange protocols for discussing design issues with the client and approving designs and drawings.
• Submit notice of a delay to your client.
• Make sure the project has emergency contact details prominently displayed.
• Before sending everyone home, walk the project site to review the shutdown measures. Is everything tidy, safe and secure.

​Some construction projects may be able to continue working through lock-downs.

• Make sure your suppliers can continue delivering materials.
• Notify your employees and subcontractors that work will continue.
• Check that transport services will still be operating. It may be necessary to lay on your own transport to get workers to the project.
• Take every precaution to ensure workers stay healthy. Anyone who feels ill must stay at home.
• Check with hired equipment suppliers that there will be emergency support to fix equipment breakdowns. 
• Make sure that there will still be office support to pay wages, suppliers and subcontractors.
• Ensure your client will still have staff to process payments.
• Ensure that testing services will still be available.
• Check that your designers will continue working.
• Put in place steps to avoid regular meetings, rather use video conferencing.

​These are testing times for everyone. Being prepared can help reduce some of the fallout from a project lock-down. Good luck to everyone. Stay healthy. Practice commonsense. May the pandemic pass quickly with minimal disruption and sickness so we can return to normal.

Importantly - practice good hygiene and don't get infected and don't make others ill.

For further information on getting your workplace ready for the virus read this advice from the World Health Organisation.
For information on self isolation visit
 Read What will you do if you are quarantined
 Also Read How cononavirus could impact your construction project
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The job of a construction project manager can be a nightmare if his project goes over budget. Construction projects are required to be completed within their budget. In this article, I discuss some useful tips for project managers to ensure their projects are completed within budget.
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• Documentation: Good documentation is essential. This must be relevant and up to date.
• Cost Management Plan: The cost plan is important in construction projects. It should be realistic and easy to compare actual costs and progress with the budget. It is required to include budgeted cost of everything on the project, like masonry works, flooring quantities, drywall square feet, etc. in the cost management plan so that you know the goals to meet.
• Monitor costs: Know where productivity is wasted. Understand what things cost. Understand your budget. Before you know it, costs could spiral out of control. It will help improve performance and manage the project within budget.
• Communication: Clear communication with employers and clients must convey the message clearly and correctly.
• Construction Project software: Computers and software have made our lives easier. There are many applications and new construction software to track time, progress, production, costs, quality, etc. If properly used and with the correct information, it can help manage and monitor the project.
• Schedule and time-management: Construction projects are not easy. Projects must meet deadlines. Time-management is key to reduce construction cost and remain within the cost plan. Taking too long on a task may lead to cost overruns.
• Shuffling: It may be necessary to move resources and even bring new resources to the project to help areas where the project is clipping behind schedule. Be prepared to modify your plan where necessary.
• External factors: The environment has a great influence on our work and lives. Therefore, prepare plans according to them. Allow for the normal expected weather conditions in the region which could impact work. Understand the local productivity. Allow for known interruptions and interfaces. Expect the unexpected.
• Comparison: Always monitor progress against the schedule and costs against your budget.
• KPIs: Key performance indicators or KPIs are important. They give you a pathway to follow to meet the needs and requirements. So, measure and observe your KPIs and act according to them.

 
So, these are 10 basic tips to complete the project within budget. Hope it will help you to manage the work effectively.
 
Author Bio (John Smith) John is a young civil engineer and project manager who is passionate for writing and sharing his engineering knowledge and construction management skills by writing on different blogs. Website: https://qtoestimating.com

There has been mass quarantining of people due to virus fears in China, South Korea and Italy. In most countries some people have been sent home because of fears that they have the virus, or that their workplace or work colleagues may have been infected by the Covid-19 virus or Coronavirus.

So what will you do if you’re suddenly sent home for 2 weeks or more? What will you do if your workplace or project is temporarily shutdown for a few weeks?

Of course the important thing is to understand whether you’ll be paid for this time away from work, and the type of leave you’ll be using. If it’s unpaid time you may have to contact loan providers to extend their payment terms.
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If you are running a project or business, it’s important to contact customers, suppliers and employees and make sure that they are all aware of the situation.
But what will you do with your time while you’re at home?

​Now some of you will be angry, upset, frustrated, or even worried, if you’re quarantined at home. But really, there’s nothing you can do that will change the situation. The best is to make constructive use of your days. Do something with your enforced days at home. Here are some suggestions:

1. Some may be able to do certain work from home. Well that’s great. However, be careful not to spend the whole day in front of the computer, checking your emails and attending to the odd few things that arise, when maybe this work could be done in a few hours. If you’re doing a little work from home it may be worthwhile recording the hours and what you did in case you need to explain to your boss that you weren’t doing nothing in this time.
2. Spend quality time with your family. I’m sure you’re usually flat out working and don’t have much time for the family. Don’t take out the frustrations of being quarantined on your partner or children. They are probably as frustrated as you. Maybe watch a few movies together and play a few games.
3. Perhaps now is the time to do some of those projects you’ve been intending to do around the house. Some tidying and cleaning. Fixing stuff that’s broken. Even larger projects like painting a few rooms and installing shelves or cupboards. Maybe the garden could do with a makeover. (My book ‘An Introduction to Building and Renovating Houses, Vol 2’ has a few ideas for improving homes.) You could even plan a more serious renovation or home build project for later when the country returns to normal. (Reading home building and renovation books, such as my books ‘An Introduction to Building and Renovating Houses volumes 1 and 2, could give you a few tips and starting ideas.)
4. If you’re not happy with your current job then now might be a good time to dust off your cv and update it. Towards the end of your quarantine period you can even send off a few job applications.
5. You could spend time on your hobbies. Get stuff done that you’ve been meaning to do for the past few years.
6. Read a good book. There’s tons of books you can download.
7. Learn something new – a new skill or hobby. Maybe something that you’ve been wanting to learn for some time. There’s lots of info on the internet and in self-help books.
8. Improve your skills and qualifications. There are lots of useful books and online courses. (I’ve written several construction management books that may be useful for some). We can all learn something new which could advance our careers.
9. Communicate with old friends and acquaintances who you haven’t spoken to in a while.
10. Plan what needs doing when you get back to work. How will you make up lost time. Of course, don’t dwell on this the whole time. Spend a couple of quiet hours and make some notes. Then move on to the next task.
11. Look at your finances and personal situation. No I don’t mean sell your shares or panic. Rather check that you have the right health insurance, home and car cover, life insurance, etc. Most of us haven’t checked on these for years and we’re probably paying too much for outdated cover. I don’t mean take drastic action and cut policies or take out extra cover – rather just check you have the appropriate cover. Possibly also check your will (not that you’re going to die right now) but just to see that it’s up to date. We all do things and then forget about them and before we know it several years have passed and they are no longer appropriate.
12. Stay healthy. That means eating right and doing some exercise.

​It’s important to have a plan. To structure your days and your week so that you make use of your time. At the start of your quarantine decide what needs to be done and what you would like to attend to. Don’t let the weekdays run into the weekend. If weekend time is usually for the family, then keep it that way. If you’re doing some office work from home then set aside a few hours in the morning and afternoon for this work – then forget about work in between.

​

1. Fretting about your situation.
2. Fighting with the family.
3. Searching news stories for good or bad news.
4. Worrying about the stock market.
5. Dragging out tasks to fill the day.
6. Pestering work colleagues with emails about little things.
7. Watching mindless TV that you’re not really interested in.
8. Pestering your partner or children because you’re bored, even though they aren’t.
9. Doing on-line shopping for things you don’t need.
10. Lying around doing nothing.
11. Spending the day snacking on sweets, chocolates and crisps, or consuming too much alcohol.
12. Imagining virus symptoms or other health problems.

​Importantly don’t break your quarantine. Don’t put others at risk if you’re infected. Don’t risk catching the virus from others, which could extend your quarantine further.

We’re usually all flat-out busy at work most of the year, with barely time to think about ourselves or our families. If you’re forced to stay out of work for a few weeks then make the most of the opportunity. Spend time with the family. Do stuff you’ve been meaning to do for years. Learn a new skill. Improve your career. Enjoy your break. Before you know it you’ll be back at work with little time for yourself or your family.

What will you do with your time when you’re quarantined? Are you currently in lockdown – what are you doing with your time?

​For further information on getting your workplace ready for the virus read this advice from the World Health Organisation.
For information on self isolation visit

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​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.

There is a demand for heavy equipment and trained heavy equipment operators. The manufacturing of heavy equipment requires skilled welders and specialised welding tools.
 
The construction and manufacturing industries also need consistent welding quality. These results can only be achieved through the use of specialised mechanical welding equipment.
 
Modern manufacturing welding procedures use semi-automatic, machine, automated, and robotic welding equipment.
 
Working with this equipment means different considerations on top of typical welding safety. Read on for important tips on how to keep yourself safe in the workshop, assembly line, or factory when working with heavy welding equipment.

Manual
All control of the welding equipment is performed manually. This includes the manipulation of the welding machinery and manipulation of the work-piece. Manual welding is the most versatile but also the riskiest type of welding, due to the heavy involvement of the welder.

Semi-Automatic
Semi-automatic welding employs the use of equipment that controls some of the welding processes. The electrode feeds automatically to the arc while the welder manipulates the welding gun. Most welders prefer semi-automatic welding to other types of welding.

Machine / Mechanised
A gun, torch, or electrode holder is manipulated by a mechanical device that is operated by the welder. This mechanical device can also be a robot. Mechanised welding allows for safer and faster welding.

Automated
All welding activity is done by machinery, which can be adjusted between, but not during, the welding process. The operator simply needs to switch machinery on and off and watch for any issues with function or quality.
 
Automated welding is ideal for welding that needs to be repeated on multiple pieces with the same results and quality. This is important in factories or assembly lines.
​
Robotic
All welding activity is done by a robot/machine similar to automated welding. However, the machinery is robotic and, therefore, is pre-programmed with specific behaviours. This programming minimises the involvement of a person in the process.

Guard Your Machinery
Uncrewed stations are a danger to nearby workers, yet this is the workplace violation most perpetrated by workers.
 
Machinery and robotic equipment may be capable of managing the welding work. But, as with all electrical and robotic equipment, glitches and malfunctions are possible.
 
It’s crucial that you always guard and supervise the work station equipment to minimise any damage or accidents in the event of a malfunction.

Take Extra Care When Interacting with Machinery
No matter the type of machinery, there is a necessity to perform maintenance, testing, or programming regularly; and this has to be done manually by you or a skilled professional.
 
This is the time when most accidents occur, as it is at this point when you will need to make yourself vulnerable and interact directly with the machinery.

Know Your Safety Codes - Such as the America National Standards Institute Safety Code
The ANSI Safety in Welding, Cutting, and Allied Processes has been written to specify safe welding practices. It’s available for free to read online. First published in 1944 after World War II, this code was revised many times. It was most recently in 2012, to include all modern changes in technology.

​Different types of welding machinery should be used together with specific safety equipment. These items can be used to create a safe welding cell that can easily and safely be operated, manned, and reloaded by you or an employee.
 
In the case of robotic, automated, or mechanised equipment, some of these safety devices, could include:
 

• Safety light curtains - these act as a visual guide for workers to notice areas where they should not place any of their limbs. In the event something crosses the beams, they will switch off equipment.
• Interlocked perimeter guards - barrier walls that are erected around a workstation.
• Pressure-sensitive safety mats - these can be placed around machinery. When trod on, they will switch off the equipment.
• Laser scanners - these work similarly to the way the safety light curtains do. They highlight an area that is not safe, picking up movement, and switching off machinery if someone crosses through the beams.

 
Safety equipment may be expensive, but it can save more than its cost in litigation and compensation fees for injured workers. These resources from the United States Department of Labor prove the value of workplace safety equipment.

​Welding is a dangerous business. Working with automated machinery and robots comes with added complexities which you or your employees should be aware of.
 
Although the equipment may now perform some of the more dangerous tasks, you always need to be vigilant. There are still enough on-the-job injuries that highlight a need to improve workplace safety.

​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.

​Whole regions are being quarantined to prevent the spread of coronavirus (now called covid-19). Thankfully for most of the World so far these areas are mainly in China, with pockets in Italy, South Korea and a few other countries.
​
Obviously for many there’s no reason to panic and the virus seems a long way from most of us. But, no matter where you are in the world your construction project could still feel the ripple impacts of coronavirus. 

​Keep an accurate list of people working on the project and entering the project. This should have contact details in the event that someone is taken ill with the virus on your project, so that people who have been in contact with the ill person can be contacted.
​
If your region is directly impacted by the virus there will be transport disruptions. Workers may be prevented from coming to work. Have a plan in place to secure and shut down the project so that it’s safe. Work could be disrupted for several weeks.

​Keep your client informed and discuss closure of the project with them should this be necessary. 

Coronavirus may have only a small impact on your construction project. However, it’s important to be prepared and understand your supply chains and how your project could be impacted.

For the present avoid undertaking projects in areas at risk of the virus. Avoid travelling to risk areas.
​
Hopefully the outbreak of coronavirus or covid-19 will quickly pass into the medical history books, as did SARS and swine flu.

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​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.

​Contact Paul Netscher for help and advice.
To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• 'The Successful Construction Supervisor and Foreman'
• and 'An Introduction to Building and Renovating Houses - Volumes 1 and 2'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you
© 2020 This article is not to be reproduced for commercial purposes without written permission from the author.

Ever wondered why government construction projects always exceed budget? Well read this interesting article in the CEO Magazine: Why politicians lie about the cost of rail projects

Paul Netscher has written an easy practical guide for owners/clients and project managers. 'Construction Management From Project Concept to Completion' is available in ebook and paper from Amazon and other online bookstores. This book is a valuable guide to all those planning a new project

Almost every construction project has changes, delays and extra work and invariably contractors incur additional costs. Many of these costs can be claimed back from clients when the contractor submits a variation claim. It should be straight forward, there was a change and the contractor should be paid their additional costs. But, as we’ve previously discussed the contractor must substantiate the reason for the variation claim as well as the costs.

​Regrettably, many construction variation claims are poorly put together and clients reject the contractor’s claims.

But, even when the client approves the claim there’s no guarantee that all of the contractor’s costs will be reimbursed. In fact, compounding the problem is that contractors often don’t claim all of the costs they incurred because of a variation event – costs which they’re entitled to claim. This may seem hard to believe, after all who would work for free, or not claim legitimate costs?

But, it regularly happens because contractors forget some costs, they don’t keep accurate records, or they don’t fully appreciate the full impacts of the variation on their work, including the wider impacts of the variation on work not seen as being directly impacted by the event.

Of course, there are also some contractors who become gung-ho when they see a variation claim. They think they can add everything and anything to increase the value of their variation claim. In their excitement of adding inflated and fictitious costs they often overlook legitimate costs.
​
Naturally, most clients are generally wise to contractor’s ways, and any costs and delays which can’t be substantiated will be rejected and the contractor will face disappointment when they only receive a fraction of what they tried to claim from the client. In the process, they’ve also damaged their reputation as clients generally don’t like to be taken advantage of. Unfortunately, in this process, the contractor may have lost the opportunity to claim the legitimate costs that they overlooked in their rush to fabricate costs.

It’s vital to understand the full impacts of the variation, which could include disruption to the construction work and reduced productivity of both people and construction equipment. Then there’re impacts on other project work, which could include blocking access, taking construction resources from these activities, discontinuity of work, underutilisation of resources, and interference with the work.

​Costs to consider include:
​
1. Labour costs
Including base wages, overtime costs, allowances, personal protective gear, and transport and accommodation of workers where this is supplied by the contractor.
2. Equipment costs
Including the hire costs, the wages of the operator, fuel, lubricants, insurance, spares, and services where necessary.
4. Mobilisation costs for equipment and people
Of course, don’t forget that items brought to the project for the additional work must be demobilised after they are no longer required.
5. Material costs
Including transport, offloading, wastage, testing, a design where necessary, and all adhesives and fixings.
6. Supervision costs
Including salary, transport, accommodation, computers, etc.
7. Access equipment and cranes
Either additional equipment or the equipment is required longer on the construction project than planned
8. Off-site costs
Such as project personnel working from the head office.
9. Project overheads
Such as office hire, insurances, bonds, security, site facilities, etc.
10. Subcontractor’s costs
Check that they've provided all their actual costs. You don't want them to submit a further claim after you've lodged your claim with your client. Of course don't forget your costs where you've had to provide things to the subcontractor - say transport, cranes, access scaffold, transport, etc.
11. Demolished materials cost
Where demolitions are involved, then the cost to load and cart the demolished materials from the site, costs to deal with hazardous products, dump fees, temporary supports, and bracing, etc.
12. Design cost
Where required, design fees.
13. Profits and overheads on the above
14. Protection of existing and completed work to enable the additional work to be carried out.

​Of course, the client can request a breakdown of these costs, so they should be provable. Often projects involve multiple variation claims and it’s important that contractors are consistent and use the same base cost for items on the variation claims. For instance, it will appear suspicious if the contractor uses $15 an hour for a labourer on one claim and $16.50 in another claim.

​The environment is facing pressure everywhere from human impacts. There are few places in the World untouched by human impacts, which range from plastic debris, to air pollution and smog, through to wholesale destruction of forests and rivers. Environmental damage is leading to the extinction of plants, birds and animals, and it’s impacting our health. More people are becoming environmentally aware of their actions and choices on our planet.
​
More and more companies are being forced by shareholders, clients and the general public to take a more considered approach to the environment. Banks aren’t funding some projects because of the environmental risks, and the danger of customer and public backlash. But often a lender’s refusal to fund companies and projects is based on pure financial considerations, and companies that are wasteful, or which carry out unsustainable and unproductive practices, are frequently companies which are less profitable and less successful.
​
Indeed, being environmentally aware and doing our bit for the environment usually has other benefits, and the biggest benefit is to our wallets.

• Prevent rework. Frequently there are errors on construction projects. From items that are poor quality to structures that are the wrong dimensions or built in the wrong place. Demolishing items and rebuilding them results in extra materials and resources being used. In addition the demolished material has to be sent to the rubbish tip. Of course breaking the faulty item and disposing of the waste is costly, plus there’s the cost for the replacement materials and the work to redo the items. Some estimates have put the cost of rework on construction projects at 10% of the project cost. This may seem high, but even if the cost is 2%, it’s often a substantial number. Contractors can reduce the damage to the environment by ensuring that work is done right first time.

​

• Don’t waste material. In the course of construction projects many waste bins and trucks are filled with off cuts and bits of unused building materials. These materials have been paid for and they’ve impacted the environment in some way. In addition they are now carted to a rubbish tip at additional cost and environmental damage. Ordering the right quantity of material, planning cutting to reduce waste, eliminating breakages, mixing the right amount of material, and installing construction materials correctly, will help eliminate waste, thus adding to your profits and reducing damage to the environment.

• Use the correct size construction equipment with the right tools. Hiring a large machine may seem efficient, but a large machine uses more fuel. Machines which are too small and under-powered are also inefficient and can use more fuel to do the same amount of work. Construction equipment that isn’t maintained or that has blunt cutting edges has to work harder using more fuel and costing more money.

• Protect finished work. I hate seeing completed work damaged by follow on trades. It costs time and effort to repair the damaged items. The damaged item often has to be removed and sent to the dump and replacement material fixed in place. Your construction team must be encouraged not to damage completed work and to take steps to protect their work from damage.

• Separate waste for recycling. Vast amounts of waste are produced on construction projects, and this includes packaging, containers and leftover building products. Disposing of rubbish is expensive, taking into account the dump fees and the cost to cart the materials to the dump. This is all a cost to the environment and a waste when materials that could be recycled are simply dumped in the general trash. Separating recyclables can reduce dump fees and it’s good for the environment.

​

• Use fuel efficient construction equipment. Hiring older machines is often cheaper than buying or hiring new equipment. But this can be false economy as older machines are often not fuel efficient, they may not be as easy to operate as newer machines so they’re less productive, and they could break down more frequently, even bursting hydraulic hoses and pipes and leaking oil onto the ground. Lost production while machines are being repaired costs the project time and money. Older construction equipment may also belch more harmful pollutants in the air, they can be noisier and more prone to leaking oil on the ground.

• Ensure construction equipment is used productively. Productivity on most construction projects is poor and regularly we see machines idle, waiting for access, waiting for direction, or waiting for other equipment. Trucks wait to be loaded by excavators, excavators wait for trucks, graders wait for trucks, etc. Often the waiting equipment is left idling burning fuel. Poor planning is often to blame and it’s costing contractors money and it’s harmful to the environment.

​

• Reuse material. Many items are used once on construction projects, whether it’s formwork or protective coverings. Reusing items not only reduces the costs to purchase new items but you’re also reducing the amount of rubbish going to the tip.

• Eliminate water wastage. I’m sure we’ve all observed water running unabated from construction projects. Often this water is from leaking pipes or taps that haven’t been closed properly. Projects with flushing toilets may have leaking toilets that aren’t repaired. Yet water is a scarce commodity in many regions and usually somebody has to pay the project’s water bill.

• Save vegetation where possible. Some contractors move in and flatten the whole construction site destroying all the vegetation. Usually the stripped vegetation has to be carted to the tip which costs money. After the vegetation has been removed the bare soil is exposed to the wind creating dust when it’s dry, or the soil is washed away during heavy rain, often blocking drains and covering the local roads from where it must be cleared. Remove only the vegetation that must be removed for the work. Protect vegetated areas with fencing and tape to reduce damage. Mark trees that should remain.

• Use local products. Regrettably some designers specify products which aren’t available locally. It may be possible with the designer’s permission to substitute these products with local products which don’t have to be transported long distances and which are often cheaper.

​

• Be aware of where products and materials are coming from. Some factories cause excessive damage to the environment, belching fumes into the atmosphere, dumping waste illegally, and polluting waterways. Most quarries damage the environment, but some cause excessive damage. Contractors shouldn’t purchase products from companies damaging the environment. These companies often generate poor media attention and contractors and clients could also get this bad attention. Non compliant suppliers could even be shut down, which could impact construction.

​Contractors often can’t control the design of buildings, structures and facilities. Designers have a huge say on the environmental impact of buildings. From the materials they select, to the footprint of the structures on the environment, through to the energy consumption of the completed structure, there are many ways in which the design can be optimised to reduce energy and water demands of the facility, both during construction and when the facility is in operation. The right choices will benefit the owners and the environment in the long term. When contractors are involved in the design it’s important that they make the right choices for the environment. In a future article I’ll discuss how designers can help the environment while enhancing the finished facility so it’s cheaper to operate and more healthy to those using it.

The public is becoming more environmentally aware. Clients are becoming environmentally aware. Shareholders are becoming environmentally aware. Construction companies and construction projects that are seen to be wasteful, that disregard the environment, will face public shaming and they will be in the media for the wrong reasons which will harm their reputation and business.
​
More clients are seeking contractors with good environmental credentials.
​
It’s imperative that contractors involve all their employees with reducing waste, improving productivity and instilling good environmental practices.

We all need to do our bit for the environment. Construction projects are a large consumer of materials and they’re a large producer of greenhouse gasses. Construction projects are often very wasteful places with poor productivity. By eliminating waste and with careful planning construction projects can become less harmful to the planet, and in doing so the project will save money and the contractor’s reputation will be enhanced.

Do your bit for the environment. Do your bit for your children’s future. Walk your project today and see how you can reduce waste. See where you will save money. Go out and get your team involved.
​
What are you doing to help the environment?

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​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.

In the course of every construction project, there will be delays, changes, and extra work. In order that the contractor is compensated for the time and additional costs incurred by these events, the contractor must submit a variation claim to the client.
​
Clients don’t usually volunteer to pay contractors extra – even when they know they have delayed the contractor or added extra work to the contractor’s scope. So contractors have to ask for compensation and this involves submitting a variation claim.

Regrettably, many of these variation claims are prepared badly. Sometimes the contractor even forgets to claim everything (all their costs and all their time) they’re entitled to claim.

Often clients reject portions of the variation claim, or perhaps even the entire claim. This might be because the client is trying to avoid paying a claim or granting the additional time, but frequently it’s because the claim is not justified in terms of the contract, or there was insufficient evidence to persuade the client that the variation claim was justified and that the costs were legitimate.
​
The onus is on the contractor to prove that their construction variation claim is legitimate and that they deserve to be compensated fully for both the extra time and the additional costs they’re claiming.

To improve the success when preparing your claim ask these questions:
1. Are we entitled to submit a variation claim?
Depending on the construction contract terms and conditions, contractors can usually only claim for variations and delays resulting from the actions of the client and the client’s team, or from events they couldn’t have foreseen when they priced the construction project. Sometimes contractors either don’t understand their construction contract document, or in an attempt to claw back time and money they’ve lost, they submit spurious claims for items they’re not entitled to be paid.

Invariably the variation claim is rejected. This is a waste of the contractor’s time, time which could be better spent elsewhere on the construction project. It irritates the client, and the client is more likely to reject or query future variation claims from the contractor because they’ll now be suspicious of the contractor.

2. Have I included all the costs in the claim?
Frequently contractors forget some costs that they’re entitled to claim. This is like leaving money lying on the ground. Always check all your legitimate costs are included. In the haste to prepare the claim often costs are overlooked or forgotten. Ask those directly involved with the work for their input into the claim – what do they know, or what can they add to the claim?

3. Will the claim make sense to the person reading it?
Construction variation claims should clearly set out the facts in simple language. What are you claiming? Why are you claiming the items? What caused the event? What were the implications of the event? Don’t assume that the person reading the claim has an understanding of the situation. In fact, sometimes, especially when the variation claim is disputed, the claim is read and adjudicated by a person who isn’t familiar with the construction project and the events leading to the claimable event.

Frequently claims are rejected because the person adjudicating the variation claim didn’t understand what the contractor was trying to say. Ask someone else to read your claim presentation and see if they can follow the claim presentation and your logic.

4. Are your calculations correct?
Sometimes contractors make mistakes when adding days and costs. Presenting an answer bigger than the figures should give will give an impression that you’re deliberately trying to cheat the client, while claiming a smaller figure than the calculations actually adds to, means that you’re doing your company out of money.

5. Is the claim consistent, and does it agree with previous claims?
Ensure that your logic is consistent and that you use the same data and figures throughout the variation claim. For example, don’t claim a worker’s cost at $15 an hour in one part of the claim and then use $16 somewhere else. Check that the figures and rates used are the same as previous variation claims. Inconsistencies will raise doubts in the client’s mind about the legitimacy of your facts and figures.

6. Can you prove and substantiate the figures used in your claim?
Clients are entitled to request a breakdown or backup to support the figures and numbers in your variation claim. It will be embarrassing if you’ve claimed say $20 an hour for a worker’s wage but you can only produce supporting figures of $16 an hour. The client will start analysing and questioning everything in your claim. Generally, clients aren’t stupid and they will question facts and figures that don’t look right.

7. Have you taken account of all the impacts of the event?
Frequently delay events and additional work have knock-on impacts which aren’t always included by contractors when formulating their variation claim. So for instance, a delay may result in work being moved into a season of unfavourable weather which could hamper and delay the project further. So you might have planned to close up excavations or buildings before the onset of the rainy season, but now the delay means that your plans are thwarted.

Other times a delay on one section might mean that resources you scheduled to move between that section and another can’t be shared, meaning they’ll be less productive, or in some cases, additional resources must be mobilised at additional costs to complete the work.

8. Have I included all the supporting evidence?
You literally have one chance to convince the client that your variation claim is legitimate. Once a variation claim is rejected it becomes difficult to convince the client that they were wrong to reject the claim. Minds are made up and difficult to change. Include all supporting documentation and evidence with your claim.

9. Have you notified the client of the claim?
Usually, construction contracts specify that the client must be notified within a specified time period that the contractor intends to lodge a variation claim. This is seen by many contractors as being unfair, but it’s there so that the client can take action to rectify the issue where possible. This could include providing the missing information or access causing the delay, or rescinding the changes or the instruction causing the variation.

Failure to timeously notify the client of the variation claim could result in it being rejected. So notify the client that a claimable event has arisen, while you formulate the impacts of the event. Indeed, sometimes the full impacts of the event can’t be assessed until the delayed event has ended.

10. Have you submitted the claim to the correct person?
Usually, there’s a nominated person that variation claims must be submitted to. Claims sent to the wrong person, or the wrong address, might be ignored. Claims which aren’t settled and paid could negatively impact the contractor’s cash flow.
​
Indeed I’ve had some projects which have nearly doubled in value because of changes and variations, so it was important to settle and agree on these claims as soon as possible. Of course, also make sure that you’ve spelled the person’s name correctly. Getting someone’s name wrong is not a good way to convince them that your claim has merit!

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​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.
​© 2019 This article is not to be reproduced for commercial purposes without written permission from the author.

​Every construction company and each construction project has slightly different rules. What was acceptable on one project might not be accepted on the next. Discipline means not only complying with the rules of the project as well as the company rules, but it also means behaving within the acceptable norms of society. You and your crew are ambassadors of your company during working hours, while you’re wearing the company uniform, while on company business, and when using company vehicles. Poor behaviour will reflect badly on your company. Flouting the client’s project rules will impact your company’s reputation.

Discipline starts by understanding the company and the project rules. You can’t enforce rules if you don’t know or understand them. But of course, your crew must also know what rules apply to them, because they can’t be expected to comply with rules that they don’t know exist.

Construction project rules are often there to comply with local guidelines and permissions. Breaking these rules could result in problems for the client. Project rules are there to ensure the safety of everyone on the construction project. Project rules are there so that everyone on the project complies to the same standards.
​
​Rules which aren’t enforced will soon be ignored. Most people will always stretch the boundaries. If you know the speed limits on the roads aren’t enforced you will invariably drive faster. Even when the speed is enforced we often try and sneak a few extra kilometres over the limit, hoping that traffic officers won’t bother to stop us for a few kilometres over the limit – or if they do it will only be to give us a warning. So it is, that if a person arrives 5 minutes late today and nothing is said to them, then they are probably going to come 6 minutes late tomorrow. If you don’t say anything others will also arrive late for work and very soon your entire crew will start work 5 minutes late, then 10 minutes, and then who knows how late before you take a stand and insist people start work at the correct time. But, when one rule isn’t enforced and workers are allowed to arrive 5 minutes late, they’ll soon test the boundaries somewhere else and other rules will be bent and broken. It might sound foolish to reprimand someone for being 5 minutes late, but at what stage will you say something, and which rules will you enforce.

Often there are multiple crews and a number of managers working on a construction project. Failing to enforce discipline with your crew could cause problems with other crews. Workers see what others can get away with, then try the same thing. When their manager reprimands them for the transgression they’re often resentful of their manager and can’t understand why another supervisor, foreman or project manager allows their team to bend or break project or company rules, but their manager is a hard arse, unfair, so and so, etc. Sometimes, people in your team go and work on another construction project with another manager. They can’t understand why that manager seems to have different rules to those that you applied when they worked for you. But, of course it’s usually not different rules, it’s simply that you didn’t apply some of the existing rules, that you accepted that some rules could be bent and broken. Consequently it’s unfair on the other managers in the company who have to instil and enforce the rules you don’t enforce. It’s also unfair on the workers who now don’t know what’s right and wrong, what’s acceptable and what’s not – it could even hamper their careers, or cause them to lose their jobs. Of course the same happens the other way, where you inherit workers who came from a manager who was slack and didn’t enforce discipline. It will make your job harder.

Discipline has to be enforced fairly, consistently and uniformly. You can’t ignore one worker’s transgression, maybe because they’re hard working, even indispensable to you, then reprimand and discipline another person for the same offence. Everyone in the crew must be treated equally. No matter your personal feelings, everyone must obey the project and company rules equally. Of course, that also includes you.
​
Discipline isn’t about yelling and cussing workers who break the rules. It’s about telling the person what they’ve done and that it’s unacceptable. In most cases, depending on the transgression, there’re stipulated company disciplinary procedures to be followed, and set forms of punishment.

​Please like and share this article.

​This article is an extract from my book 'The Successful Construction Supervisor and Foreman' which is packed with construction project management tips and advice.
​I've written several easy to read construction management books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.

​Contact me for help and advice.
To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• 'The Successful Construction Supervisor and Foreman'
• and 'An Introduction to Building and Renovating Houses - Volumes 1 and 2'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you
© 2020 This article is not to be reproduced for commercial purposes without written permission from the author.
​As an Amazon Associate I earn from qualifying purchases

​Poor quality ruins a reputation and it costs money to repair. Frequently contractors remain long after the project has been completed to repair defects. Sometimes contractors have to return long after they left the project site to repair problems caused by their poor workmanship.

Think about it… would you want to return to a completed project to rectify defects? Would you employ a contractor again after they delivered a substandard project?

Many of our construction projects were the second, third, or even the tenth project that we executed for the client. Often we won new projects because of referrals from pleased clients we had worked for, or because our new client visited projects that we had completed for other clients and they were impressed with our workmanship. We had a reputation for delivering quality projects on time. In fact, clients were prepared to pay a premium to employ us at a higher price than our competitors.

Regrettably though, sometimes we did have quality problems on our construction projects which we had to rectify. We made embarrassing mistakes which we shouldn’t have made. These mistakes cost us money to fix and tarnished our reputation.

When there are quality problems on construction projects, project managers are sometimes quick to make excuses or blame their team. Usually these are the same excuses: “the construction schedule was too tight so the work was rushed,” or “we weren’t paid enough to ensure good quality,” or the favorite excuse, “you can’t get good people nowadays,” or “there’s nobody with the right skills available.”
​
Now, as mentioned above, poor quality costs money, so saying that delivering good quality will cost money is rubbish. Doing the work right first time is definitely cheaper than fixing problems later. Likewise blaming a tight construction schedule doesn’t stand up, because it takes time to rectify faults.

Invariably those contractors using this excuse do little to no training – they simply expect to find people with the right skills on the street. But, it’s not just about training, it’s also about attracting and retaining skilled and competent workers. Regrettably, many contractors have poor employment practices and are content to employ almost anybody they can afford. It takes time and effort to train and mentor people, then retains them. But this effort is more than rewarded because trained and skilled people are more productive and they will produce good quality work.

I’ve also had engineers, supervisors and superintendents tell me that they weren’t responsible for the poor quality on their section of works and that it was the quality manager who was responsible.
​
Also, I see people blaming their tools, materials, equipment, the supervisor, or fellow workers for a poor quality product.

Workers
A top-to-bottom commitment is required for quality. A construction project will not achieve the required quality standards if individual workers are not committed to producing a quality product. At the same time, even if the workers are committed and well-trained, the project will not achieve the desired quality if the supervisors, superintendents, quality engineers, and the project or construction manager aren’t committed to producing a quality product.
​
All workers and staff must take responsibility for producing the best quality product possible.

Managers
​In saying this, management must also be mindful of how they influence the quality of the workmanship on the project, and what they can do to improve the quality culture, like sending craftsmen or supervisors on appropriate training courses. They should also continually look at the construction process with a critical eye, to see if changes would improve the quality of the end product. Maybe the construction materials or equipment are genuinely substandard, making it difficult for the workers to achieve the desired quality.

Management needs to take care when selecting subcontractors and suppliers. The selection process mustn’t be purely based on price alone but must consider the quality, resources and the product that the suppliers and subcontractors can deliver. Even one bad supplier or subcontractor can jeopardise the construction project.

The saying goes that bad workmen blame their equipment. But, even good workmen struggle to produce good quality work if they don’t have the right equipment. Equipment that isn’t right, that’s old, or that has blunt cutting edges, will slow work and could impact quality. Management must ensure that the right equipment is procured. But importantly, operators and those using the equipment must look after it, ensuring that it isn’t damaged or stolen and that it’s correctly maintained.

Poor quality construction work should not be accepted, and construction project managers must not pass by substandard work without taking action. This action may be to simply chide the responsible party for minor defects, but with serious breaches of quality, consideration should be given to implementing disciplinary procedures against the parties responsible.
​
Supervisors
Each construction supervisor or superintendent is responsible for everything within their section of works, including the quality of work and the materials used. Every section manager should be responsible for the quality of their section of the works. The quality engineer, or quality manager, is appointed to assist the supervisors and section managers to monitor and record the quality, and to ensure the required quality systems are implemented and followed.

​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.

​Contact Paul Netscher for help and advice.
To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• 'The Successful Construction Supervisor and Foreman'
• and 'An Introduction to Building and Renovating Houses - Volumes 1 and 2'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you
© 2019 This article is not to be reproduced for commercial purposes without written permission from the author.

Currently Australia is being devastated by bush-fires which have burned through five million hectares, killed many people, destroyed thousands of homes, slaughtered livestock and wildlife, damaged infrastructure and ruined farms. The fires could continue a swathe of destruction for several more months with no end in sight. Indeed, some of the worst hit areas this last week has been caused by fires which have been burning out of control for more than a month. The tragedy will take years to repair.

For more read: The scale of Australia’s bushfires and You need to leave and
We can’t stop these fires

Although the fires have been driven by unprecedented weather, it’s hard to believe that fire experts warned of a catastrophic fire season back in August, with even some warnings months before this. Devastating fires were already ravaging large parts of the country in September, yet authorities appear to have done little to help, with the bulk of the firefighting left to thousands of unpaid volunteer firefighters who have been left to fend for themselves, and have been expected to forgo wages from their normal jobs to tackle fires in dangerous conditions which have cost some their lives. The government committed an extra $11 million dollars to fighting the fires – an almost trivial amount that barely covers the cost of an extra firefighting aircraft.

For months politicians from both sides of the divide, at both state and national level, have continued business as usual. Business as usual meant bickering and minor point scoring over often pointless and inconsequential legislation, while the big problem of the fires got larger and more out of hand. Nobody stood up to say let’s deal with this problem now. Now the fires are unstoppable. Finally some politicians are doing something – but it’s far too little and too late.

After months of ravaging fires there appears to be no plan of how to deal with the unfolding disaster, there’s no plan to deal with the aftermath of the disaster, and there’s no plan to deal with fires in the future. Indeed the only plan seems to be to dole out platitudes and expressions of sympathy, and say that Australia has always faced the threat of bush-fires and we’ll get through these fires. Surely this is little help when the impact of the fires will run into the billions of dollars, little help to those who’ve lost everything including sometimes their loved ones, and of course little help to those who will suffer the consequences of the fires for years to come, indeed some who will be scarred for life and suffer permanent damage to their health.
​
We can blame politicians for a lack of will power to solve the big issues. Yet in construction and many big businesses we see the same things occur and the same inaction that we blame our politicians for. Now it might seem trite to compare the devastation from bush-fires with project managers and construction projects. Yet many construction projects fail with some devastating consequences, which sometimes leads to company bankruptcies, people going unpaid, many losing their jobs, and in the worst case project failure has led to suicides.

​A few years back an apparently successful medium size construction company suddenly collapsed owing nearly $600 million. The losses were attributed to 2 construction projects. How was it possible for the company to not know about the loss making projects until 6 months before the company went bankrupt? After all, the projects had been under construction for almost 3 years and they were nearing completion. The collapse of the company wiped out shareholders, left hundreds of employees unpaid and out of a job, and left dozens of suppliers and subcontractors unpaid, causing a domino effect of more bankruptcies. Yet, this same scenario is repeated across companies almost daily.
Read: Forge Group in liquidation

​Now there are multiple reasons why construction projects fail, and usually it comes down to a lack of leadership and poor project management skills. Most project failures can be avoided. Sure there will be weather events, there will be equipment breakdowns, there will be difficult clients, there will be suppliers and subcontractors that let you down. Indeed there will always be an excuse for a project failure. But these events probably occur on every construction projects. Things will go wrong on every construction project. But good construction managers and leaders will deal with these problems. They will avoid many of the problems. They’ll mitigate the worst of the impacts caused by the issue, they’ll put in measures to get the project on track again, and they’ll put in procedures to avoid the problem from occurring again.
​
So why do construction problems develop?

1. Complacency. Construction project managers are often an optimistic bunch. They assume that conditions will be perfect for construction and no one will let the project down. You can never be complacent. The next problem is lurking around the corner on every construction project and you need to be on guard all the time.
2. No early warning systems in place. No project reporting system. Project health needs to be checked continuously. Proper construction schedules, quality, safety and costing systems need to be in place. How do you know there’s a problem if you’re not monitoring your project? How do you know when it’s not business as usual and a crises is developing?
3. Ignoring the warnings. Where there’s smoke there’s fire. Yet many construction projects show they’re losing money, they fall behind schedule, there’re safety and quality incidents, but project managers fail to take action. Sound familiar?
4. Assuming the problem will resolve itself. Regrettably this is wishful thinking and I’ve never had a problem on a construction project fix itself. Projects don’t just miraculously get back on schedule or turn a loss into a profit. Active intervention is required. Fires don’t go out on their own – they need human intervention, or a weather event, or they run out of fuel (there’s no problem on the project once it’s completely wrecked).
5. Arrogance. Many senior construction project managers and company owners and managers don’t want to get their hands dirty. The problem is beneath them. Those below them must sort the problems out and tell them when it’s fixed. Indeed if they incapable of solving the issue then the short answer is that the person should get another job. Leaving others to sort problems out unaided is not a solution. Sometimes big problems require big solutions and everyone's help.
6. Taking action too late. Often problems are allowed to develop and become a full blown major issue before any action is taken. Often by then the problem has done irreparable damage and it’s become difficult to fix. Putting fires out when they’re small is far easier than trying to put out a raging uncontrolled inferno.
7. Taking inappropriate action, or too little action. You can’t put out a raging fire with a bucket of water – it’s usually just a waste of water and effort. Of course you also shouldn’t try and put an oil fire out with water. Many problems should be tackled head-on with the right resources, in the right quantity. Regrettably sometimes problems are made worse by knee-jerk actions which result in inappropriate solutions. Rather know what the issue is and plan the best way to solve it as quickly as possible, even if those actions are going to cost money.
8. Avoiding the hard problems. Some problems are simply too hard for some managers so they’re avoided. As a construction project manager you will know when your project is in trouble because many company managers will avoid visiting troubled projects. Who wants to visit a construction project in trouble where you could be berated by an angry client, or face a dispirited construction team desperate for help? It’s much more fun to visit a project where everything is going well and the client showers you with praise. Again I’m sure this sounds familiar?
9. Not being accountable for mistakes. How many of us admit to mistakes? It’s far easier to shrug our shoulders and say there’s nothing we could do! It’s easier to blame freak events or the weather. Better still if we can blame someone else for the fault. But of course none of this actually helps solve the issue, but at least we can wash our hands and feel good about our self and our actions (or lack of action).
10. Failing to consult those on the ground. Those at the coalface often have a huge amount of experience and knowledge. They’re the ones who are expected to deal with the problem. It’s easy for managers to walk around and handout platitudes, yet actually achieve nothing. It’s often hands-on action required. Always remember to thank and help those fighting the problem at the coalface.
11. Relying on past solutions. Every problem is slightly different. Some problems require innovative new solutions. Some problems are too big for previously used solutions. At times, previous solutions aren’t the best solution.
12. Not listening to experts. None of us knows everything. Experts can often provide valuable advice and solutions. We need to share knowledge and experience to solve problems, to manage future issues better, and to prevent the same mistakes from being made.
13. Not asking for help. Sometimes we need help. Never be too proud to ask for help. But always be prepared to offer help and advice when it’s needed.
14. Not admitting there’s a problem. Admitting that there’s a problem means that people can take action to fix the issue, and take action to mitigate the consequences of the problem. If clients know that their construction project won’t be finished on time they’ll obviously be angry, but at least they can take action to limit the damages caused by the delay. If the contractor’s management know that the construction project is going to lose money they can put in measures to manage the damage to their balance sheet and cash-flow, thus possibly preventing bankruptcy.
15. Having no plan in place to solve the problem, and no plan to deal with the aftermath and damage caused by the issue. 

Hollow words and actions don’t solve problems. Need I say more?
​
Of course there are other reasons that construction projects fail, such as; a lack of planning, no teamwork, poor pricing and budgeting, etc. But, failing to recognise problems, and then dealing with the issue and it's consequences quickly and decisively, is often the death of construction projects, even leading to the demise of the contractor or client.

Construction project managers are given the responsibility to guide projects to success. Sometimes this responsibility is tough and it demands sacrifices. But construction project managers are expected to show leadership and resolution in the face of adversity. Every construction project will have problems and project managers will be judged on how they plan to avoid problems, how they solve problems, how they mitigate the impacts of problems, and how they avoid future problems.

Successful construction project managers will fight fires as they occur. They’ll lead the fight throwing the right support where it’s needed. They’ll listen to the advice of experts. They’ll have adequate warning systems in place and take early action when smoke is detected and before problems get out of control. They won’t be frightened by the magnitude of the problem and they won’t be afraid to ask the hard questions of themselves and of others.

Remember, doing nothing and avoiding problems on your construction project will not make a problem go away.

Times of crises and disaster have defined leadership. Think of Winston Churchill in the 2nd World War where his previous mistakes were forgotten by his leadership when it was needed. Then there’s George W Bush’s poor handling of Hurricane Katrina and its devastation of 3 states in the USA. How will your leadership define your legacy?

To those facing adversity, may your leaders have the strength, humility, humanity and courage to help you through these dark times. To the firefighters who are risking their lives every day to help others, you have our eternal gratitude. May you have the strength, courage, resources and support to continue your gallant fight.

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​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.
​© 2019 This article is not to be reproduced for commercial purposes without written permission from the author.

​Holidays are a time to relax and recuperate from work. Holidays are a time to enjoy with family. Yet many of us find it difficult to relax while away from work and often people return from holidays as stressed and tired as before the holidays.

Families are left disappointed when fathers, partners and loved ones can’t relax and join in the family activities. Families are upset when a parent or partner is continually on their phone or checking emails. Families hate it when family engagements are interrupted by work, or their partner or father is always preoccupied with work.

Are you guilty of always being preoccupied with work, or can you close the door at the office and take a holiday with minimal thought of work? Will you return from your holiday well rested? Will you spend quality time with your family this holiday without work interruptions?

​In this digital age we can be permanently connected to the office 24 hours, 7 days a week, and 52 weeks in the year. But we all deserve a rest. So how can you disconnect from the office?

• Disconnecting starts before your holiday. As much as you plan your holiday, also plan your disconnection from the office. Planning involves:
  • Completing the things that need to be done. You don’t want to spend the holidays worrying about loose ends which weren’t tidied up before you left. So ensure that bills are paid, money has been collected, security is in place, problems have been fixed, etc.
  • Leaving a message on your phone and email to say that you are out the office. Specify when you’ll be back. Leave contact details of the person who may be covering while you’re away. Check that the message is working.
  • Informing staff who will be left in the office what needs to be done in your absence and who will be covering for you. Leave a list of contact details for suppliers, contractors, clients, etc.
  • Letting clients know that you’re away. Provide your return date and if necessary contact details of the person who’ll be covering in your absence.
  • Considering if the company needs to work over holiday periods. Many businesses close over the festive season. Employees need a break. Sometimes leaving the business open over holiday periods is more trouble than it’s worth. Closing the company for the holidays will mean that you can relax more easily with less chance of interruptions or something going wrong. It means that all your employees can have a holiday to. Workers are often distracted over holiday periods. Many suppliers are closed. Productivity is reduced. Negotiate with clients where possible so you can close over holiday periods.
• If it’s essential to check phone messages and emails while you’re on holiday set aside a set time. Limit the time to say 15 minutes a day. Learn not to overrun the allotted time.
• Don’t reply to emails unless they’re absolutely urgent. Remember, if you set a message on your email that said you’re on holiday, then the sender would have got the message that you’re on holiday and won’t be expecting a reply until your return date.
• Only deal with very urgent problems when you’re away.
• You don’t have to answer every work call on holiday. If it’s urgent the person will leave a message, or they’ll call again.
• Don’t worry about work when you’re on holiday. Worry doesn’t solve problems it only creates stress.
• If a client or work colleague phones you while you’re on holiday, let them know right at the start of the conversation that you’re on holiday. Often if the call isn’t an urgent matter the person will apologise and say they’ll call back at a more convenient time. If they don’t get the message and want to continue the conversation even though the issue isn’t urgent, then make an excuse, say you’ve got an urgent appointment. Refer them to someone working in the office, or tell them you’ll call back at a more convenient time.
• Learn to slow down on holiday. Spend time with your family. Join family activities with your full heart and mind, without thinking about work. But also spend ‘me’ time – quiet time, maybe reading a good book. Even go for a massage – even if it’s not ‘your thing’.

Of course the ultimate getaway is to plan a holiday where there isn’t phone contact – somewhere in the wilderness.
​
But a holiday isn’t always a holiday if it’s going to be stressful. It’s important to plan holidays where you can relax. That doesn’t have to mean a beach holiday (which can be stressful for some), rather a holiday where you can escape the big crowds, a holiday doing what you like doing, a holiday where you’re don’t have to think, plan and organise every day.

​Learn to delegate. You don’t have to do everything yourself. Most of us think we’re indispensable to the company, but usually we aren’t. Surround yourself with trusted, responsible people. People who can take on some of your duties – especially the smaller stuff. Most employees want to be challenged, they want to learn new things, they want to take on more responsibility. Having trusted employees in place who can take on some of your responsibilities while you’re away will mean that you can safely go on holiday and know that everything is in safe hands.

​It’s vital to have time off work, time to relax and time to spend with the family. None of us can work all the time. We all need a break from work. A good holiday will often clear your mind and you’ll return to work reinvigorated and ready to take on new challenges.
You’re on holiday, so ensure you really are on holiday. Don’t waste your holiday with work.
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​
Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.
​© 2019 This article is not to be reproduced for commercial purposes without written permission from the author.

Wishing all my readers happy holidays and time with their family. May the holidays be festive, and restful. Enjoy quality family time before the new year begins.

Thank you to the readers of my books and blogs for your support. A special thanks to readers who have posted book reviews, those who have commented on my articles and readers who have contacted me directly. I have enjoyed helping the construction fraternity in 2019, and I look forward to sharing my knowledge with you in 2020.

May 2020 be a successful year with quality construction projects which are profitable and safe. Of course success is not about relying on luck, but it requires planning and investment. Ensure that you pay suppliers and subcontractors on time. Thank your employees for good work. Invest in training your team. 

Plan to make your construction projects successful. 

​Paul Netscher has written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.

​Every company has rules for when a person can take time off work and often these are based on the country and state regulations. Some companies have more generous policies, and in some instances, union agreements may influence the time that employees can have off work.

The time off could be annual vacations, statutory holidays, long service leave, sick leave, maternity leave, compassionate leave, etc. The time off could be paid, or unpaid. If an employee is entitled to be paid then the company policy should set-out how much pay, or the maximum hours that will be paid for that day.
Sometimes the person has to take their vacation at a specified time (some companies close for a Christmas break and employees may be obliged to take their paid vacation then). The amount of time off in the year is stipulated in employee contracts.
​
When last did you read your contract of employment, let alone the rules applicable to your employees? If the person only started work part way through the year they might not be entitled to the full quota of leave for that year, but rather only an amount that’s reduced proportionally by the time they weren’t working for the company. (Sounds confusing already, and it’s partly the reason ClockShark PTO has been such a success.)

Employees who are absent without a valid acceptable reason are usually in breach of the company disciplinary policies. Employees who are absent are disruptive to project progress and often it upsets productivity, especially if a key worker is absent. Consider when a crane or excavator operator is absent, it could hamper the entire team who may not be able to work effectively without the crane or excavator. But, even when an ordinary worker is absent it could leave a hole in the team, possibly meaning that the skilled workers are hampered.

It’s therefore essential that project managers, supervisors or foremen take disciplinary action against those who are absent with no acceptable and valid reason. Failure to do so can lead to absenteeism increasing on the project.
​
But who is tracking how many days each employee has taken off in the year?

​Although someone taking leave is disruptive to your work and team, you shouldn’t stop an employee from taking time off when they have a valid reason. Of course, it’s essential that the person completes a company leave/vacation form which should be submitted to the pay officer. This’s particularly important so that the amount of days that the person has taken leave is tracked.

Sick leave
For instance, an employee may be entitled to 10 days paid time off for illness in a calendar year. Any sick leave days in excess of this won’t be paid. However, if nobody has tracked how many paid sick days the employee has already taken in the year, then even though they’ve already had their quota of paid time off for the year they’re going to continue receiving pay while they’re sick.

Sure, the worker is fortunate and scores extra money, but imagine the cost to the company if this is repeated by 10, 20 or more employees. This eats into the company’s profits and ultimately impacts everyone’s wages and bonuses. It’s maybe money that could even have been spent on purchasing new equipment.

Remember to that the person may be transferred to another supervisor or project, so if there’s no record of the amount of time off that you granted them, then their next project manager, supervisor or foreman will assume that they’ve had no days off for the year. Lucky employee, they’ll be able to have a second lot of paid time off.

Having a sick person at work means that they could infect others, it often means that they aren’t fully productive because of their illness, and sometimes it could even be dangerous to the person’s health and to the safety of others on the project. If you or someone in your crew is sick then go see a doctor. If the doctor books you off work stay at home. Of course, always ensure that people who have taken time off work because they were ill, were actually sick, and normally they should bring a medical certificate/note as proof.

Annual vacation days and holidays
Often we’re under pressure to complete projects. This causes projects to work long hours and it may even be necessary to work through vacations or on statutory holidays. It’s important, however, that everyone has an opportunity to take their annual vacation days and statutory holidays. It’s essential that you take your vacation. Everyone needs an opportunity to rest and spend time with their family. Families want time together. Don’t be the Grinch that stole the holidays! Plan your work so that you and your crew can have time off. Workers that have time off to rest and spend with their family are often more productive.

Depending on company policy, annual vacation days that haven’t been taken may be accumulated, while other companies might stipulate that the leave not taken is forfeited. In the past, I’ve had employees accumulate large amounts of vacation days, sometimes in excess of 3 months. This is a liability (future cost) to the company, because at some time in the future the employee will take their allotted vacation days and be paid while they use this time off – has the company set aside money for this time, or will it be a cost that a future project must cover?

In some companies, employees are allowed to choose to be paid the vacation days owing to them in lieu of them taking the days off.

Although employees may prefer the money, this practice should be discouraged, because it defeats the object of annual vacations – which is to have time to rest, time with families, time to get away from work and recharge, and not a means to gain an extra paycheck.

It should be noted that normally only annual vacation days are allowed to be accumulated. Usually sick, bereavement and compassionate leave are given and used on an annual basis. Just because a person has an entitlement to, say, 10 days paid time for illness in a year, doesn’t mean that the person can use the full 10 days even when they aren’t actually sick, nor does it mean that the unused sick days can be rolled over to the next year, or paid out to the employee.

Family leave
Some employees come to project managers, foremen, and supervisors with hard luck stories, maybe problems at home. Reasons why they need to go home, or why they were absent from work. Sometimes these are fabricated, so always ask for proof. It’s amazing how some workers always have problems with their transport, or there’s a different family member dying every month! From time to time people do suffer dramas at home and they do need time off work.

Occasionally you should show a little compassion and understanding, but in all cases, the time off must be correctly recorded. But, often it’s the same people who seem to have dramas – will you have a record to check when last you granted the person time off and how frequently they’ve taken time off? Personal lives and problems shouldn’t interfere with work. They shouldn’t have to impact the project. Of course, where a person can’t sort out their lives and there are continued dramas you will have to take a tougher stance.

Continued absenteeism shouldn’t be tolerated unless there’s really exceptional extenuating circumstance – but these should probably be discussed with your managers.
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Always ensure that you take time off to rest, time to spend with your family.

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​I've written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.

When clients and project owners prepare project budgets for construction projects they often confuse real costs, estimates, and contingencies. This can result in construction budgets that are too low, meaning they run out of money before the project is completed. Alternatively, when construction budgets are too high the project appears to be too expensive and nonviable and it’s cancelled.

Contractors also confuse real construction costs, estimates, and contingencies when they price construction projects. If their price is too low then they lose money when the construction costs exceed the price they agreed with the client. Alternatively, if their price for the construction project is higher than other contractors’ prices then they won’t win the project.

Let’s look at a simple analogy. You decide that you are taking the family for dinner at a restaurant. How much will it cost and what restaurant can you afford?

When you assume the costs based on known information

If you’ve been to the restaurant before you might have an idea of what the average meal costs. So you calculate that there are four people and assume that each person chooses an item that costs $20, and they order drinks that cost $10. Now, this is a guess based on previous experience. You could add a contingency of 10% to these prices, so the $20 has a $2 contingency and the $10 has a $1 contingency. So your estimate is $132 – which is 4 people at $30 plus 10% contingency.

When you have little information (you're guessing a price)

Now if you hadn’t previously visited the restaurant, then you’re going to be less sure of your estimate of the cost of the meals. Maybe again you estimate $30 per person and you then add a contingency of 15%, so your estimate is $138. But some might add more contingency.

Say, it’s your partner’s birthday, maybe they’re going to splash out and spend more, possibly even have a desert. So you add a 50% contingency for their meal. Your cost estimate will then be 3 x $30 plus 1 x $30 + 50%. This is $135. Then you add 15% contingency to this total estimate and your budget is $155.25. This might now be more than you’re willing to pay so you cancel your dinner plans – tough on the family. But see what we just did. You added 50% to one meal, then added 15% on top of the 50%. You’ve actually added 72% to one meal and the $30 is now $51.75 – is this realistic?

You’ve added contingency on top of contingency! Yet, frequently that’s what contractors and clients do.

When your estimate is too high you can reduce the contingency

But, in the above example, we’ve only assumed the worst-case scenario that everyone’s bill is more expensive than the estimate. Is there a chance that one of your kids only orders a kids meal and a soda? Maybe there’s a possibility that your estimate for the children of $30 is too high. So why add a contingency to their meal? In this case, you could add 5% to 2 people’s meals and 10% to the other 2, or an average of 7.5%. Your budget is now $129. This might seem a small difference, but often contractor’s win projects with a price only a few percentage points lower than other contractors’ prices.

When you know the exact cost

Often you even know what some costs are, so it’s unnecessary to add a contingency to your known costs? Sticking with the restaurant analogy, maybe you know that the restaurant has a kid’s special including drinks and the price is $20. That’s what you will order for your 2 children. So, we have 2 meals at $20 known cost and 2 meals estimated to cost $30 each. So the total is $100. But there’s still some uncertainty so we add a contingency. It’s not necessary to add contingency to the 2 children’s meals only to the adults. Adding 15% contingency only to the adult’s meals is 15% on $60 which is $9 and your budget is $109. This is much less than your first price of $132 – in fact 17% less.

Known construction prices

Well, when we price a construction project there are certain known costs. So, we have a subcontractor price to install the complete roof. This is a known price, a fact, so there’s no reason to add a contingency on top of this price. Then we can calculate what some things will cost and this is based on the costs of materials, labour, and equipment, and our calculation is built on our previous knowledge and experience as well as known prices for construction materials and equipment which we’ve obtained from suppliers. If we’ve done similar work before and kept track of productions and construction costs then we’ll have high confidence in our cost estimate. If it’s something new then we will have low confidence in our price.

Depending on our confidence we might add a contingency on top of our price. So low confidence means a higher contingency. But. it’s pointless adding a contingency to each of our estimates, then reaching a total price, then adding another contingency on top of that figure. Not only have we added contingency to known prices such as the roof, but we’ve also added contingency on top of contingency. So for instance, if we had a 10% contingency for concrete and then added another 10% contingency to our total price, then the contingency for concrete isn’t 10% + 10% = 20% but it’s actually 21%. 10% onto 10%.

If we know we have 100 cubic yards of concrete on the project we calculate the estimated cost for the concrete. This includes the cost to purchase the concrete plus the cost to place the concrete. The cost of the concrete is usually a known price because we’ve asked the supplier for a price.

The unknown price (separating the known from the unknown)

The unknown is the wastage. If the concrete is going into a structure contained within forms the wastage may be minimal – a couple of percents (the shape and box have precise dimensions). If the concrete is in a slab on the ground the wastage could be as high as 10% – the ground may not be perfectly level and the dips could add an extra half inch to the thickness of the concrete slab, meaning we use more concrete.

Often contractors add contingency to cover them for the worst case scenario. But, is it likely that every item will reach the worst case scenario? Some items might turn out exactly as estimated, some might be as bad as the worst-case estimate and some might only be half as bad. So, in the example of the concrete slab on the ground we assumed half an inch or 10% maximum wastage, but assuming the slab will never be thinner than required, we may in some cases have zero wastage and sometimes there’ll be a half inch of wastage - the wastage varying between 0 and a half. So on average, the wastage might only be a quarter inch or 5% and not 10%.

A 10% overall wastage would mean that in some areas the slab will be an inch thicker than allowed while in other places it will be the exact correct thickness. Of course if you assumed that in some places the slab was equally as thin (obviously it’s not good practice to have a concrete slab thinner than it should be) as it was thick in other places, then overall the thinner areas may balance out the thicker concrete and it wouldn’t be necessary to add any additional wastage.

Sometimes contractors are asked for a quick estimate or budget price. They could take a price for a similar building or structure and then add a contingency to this price – this is a very rough estimate. If they have more time they could calculate the size of the building, then knowing the square feet apply a rate per square foot. They’ve done a bit more research so their price is a little more accurate than the first estimate, so they don’t need to add as big contingency to their cost estimate.

If the contractor has more details and spends time breaking the structure into more detailed components which the contractor prices, then the contractor’s price becomes more accurate, and the contingency the contractor adds to their price becomes less. If the contractor has prices from subcontractors for all the work, then there probably isn’t any reason to add any contingency, because all the price risk lies with the subcontractors.

What we see from the above is that the more research and investigation we do, the more confidence we have in the price, until eventually we have 100% confidence and we don’t have to add any contingency to our price.

If a contractor’s price for a project is too low they’ll lose money on the project. If the contractor’s price is too high they’ll never win the project. The contractor’s price is usually made up of known costs (facts) and these are exact prices provided by subcontractors and suppliers. There is no need to add a contingency to these items. Then there are some items which are estimates. This could be an estimated quantity, an estimate of wastage or an estimate of the rate of production.
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Depending on the confidence on how the figures were derived the contractor may add a contingency to the item. But each item usually has a different degree of certainty, so the contingency added would be different for different items. Contractors must always take care that they aren’t adding contingency on top of contingency.

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​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
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​I've written several easy to read books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.

​Good communication is crucial to the success of every construction project. It’s essential for the success of construction project managers and supervisors. It’s something that project managers, supervisors and foremen have to do every day. They must communicate with their team, their managers, company support personnel, suppliers, subcontractors, engineers and architects, the client, testing agents, sometimes the authorities and the public.
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Regrettably poor communication often leads to project mistakes, misunderstandings, discontent, poor productivity, and even lengthy legal wranglings.  

​It’s essential that communication is civil, clear, concise, effective, takes into account relationships, isn’t condescending, not contradictory, is persuasive and forceful when required, and that it takes into account the level of understanding of the other person.

Communication isn’t just about giving and receiving instructions, it’s about keeping the various stakeholders on the construction project informed about changes, progress and problems on the construction project.

Communication is often verbal, which includes meetings (both formal and informal), crew briefings, instructions, one on one discussions, and telephone conversations. However, it’s often essential that some communication is in writing so that there’s a record of the instruction, question or decision. In fact it’s vital that items of a contractual nature, items which could have a time or cost implication, items where there could be a misunderstanding, or for events that could later lead to disputes or arguments, are recorded in writing. Regrettably many people have poor memories, especially when an item that’s verbally agreed may cause them problems. It becomes your word against their word. ‘He said, she said’ and who can be believed? So, it’s important that all changes and instructions from the client’s team are in writing, and that all questions which could have a time or cost implication are raised with the client in writing. Sometimes verbal discussions and decisions which may have a time, cost or legal implication, should be later followed up in writing so that there’s a written record.
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Written communication could be in the form of instructions, meeting minutes, meeting notes, memos, letters and emails.

​It’s always essential that communication is addressed through the correct channels, so that the message reaches the right person who is able to take the required action. Communication sent to all, or to whom it may concern, will undoubtedly be ignored by everyone. Understand who should be dealing with the problem and ensure that they’ll receive the email or letter. For instance, when dealing with subcontractors, instructions should be given to managers and not the workers physically doing the work – unless the instruction relates to an immediate safety concern or quality problem. But even quality and safety concerns should be reported to their management – preferably in writing so that there’s a record of the issue in case there’s a repeat of the matter or it’s not fixed.
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In the same way, it’s important that the client’s team follows the correct channels when dealing with your company. Instructions should never be given directly to your workers unless they relate to an immediate safety or quality concern. It’s essential that your team understands this process. It becomes very confusing, even costly, when your team starts following instructions directly from the client or your management, when you aren’t aware of the instructions.

​Unfortunately many letters, emails and memos are written poorly. They are hard to understand. Most project communication is in English, so even if your first language isn’t English it’s essential that you have a basic understanding of the language and are able to communicate with others properly. Regrettably, even some whose home language is English, who have been schooled in English, fail to understand the rudimentary rules of grammar and spelling. I’ve received many garbled emails and letters, that I couldn’t understand, from people that should have known better. Fortunately, today our computers all have Spellcheck and Grammar-checker, so there should be little excuse for poor spelling and grammar. But, much of it is laziness. It’s essential to read through memos and emails before sending them to ensure that they make sense. Even consider asking someone to check the email before you send it. It could result in problems if your email or letter isn’t understood correctly and the receiver thought you meant something different.

Keep letters, emails and instructions simple. Use simple language. Keep sentences short. Avoid using abbreviations, other than those commonly used on the project, then consider explaining the abbreviation at least once. Arrange different thoughts or topics into separate paragraphs. Avoid overuse of exclamation marks (!) and question marks (?). Don’t use capital letters except at the start of sentences and for the names of people and places, and of course when you refer to I. So, don’t use CAPITAL LETTERS like this – it’s rude and unnecessary. Avoid using different colours, or different types of text. Use bold type only for headings. Don’t use emotive language. Write simply, one thought at a time. Then reread and check that it all makes sense and is in a logical order. Will the reader understand what you are saying? If an action is required will the reader know what you’re expecting from them?

All letters, emails, instructions and memos should have a date and a heading describing what the letter is about. Check that all your facts are correct.

Poorly written letters, memos and emails are often not treated with the seriousness they deserve.
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Keep a copy of all correspondence you sent in case there’s an argument or issue later.

​There are courses which will help you improve both your verbal and written communication skills and these are often well worth the time and cost and will benefit your construction management career, helping you progress up the management ladder.

Ensure that your team, your client, the project suppliers and subcontractors all understand what's required from them on the project. Clearly articulate problems and issues that need to be resolved and who should take action. Keep everyone who needs to know informed of what's happening on the project. Direct communication to the right people. Put all important records in writing.

Good communication is essential to the success of every construction project.​
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​This article is an extract from my book 'The Successful Construction Supervisor and Foreman' which is packed with construction project management tips and advice.
​I've written several easy to read construction management books for owners, contractors, construction managers, construction supervisors and foremen. They cover all aspects of construction management and are filled with tips and insights.
The books are available in paper and ebook from most online stores including Amazon.

​​Contact me for help and advice.
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