When you’re on a tight budget, it’s hard to invest in marketing. That’s exactly why you want ways to get the word out about your construction business that don’t cost a ton. Can you effectively market your construction company without spending a bundle? Are there free strategies that truly work?
The good news is yes. So, wherever your construction business is financially, here are 10 no-cost ideas to help you promote your services to new clients!

1. Create a plan. Good marketing is all about strategy. And what’s great about strategizing is that it doesn’t cost a dime. So, start with your goal. Do you want to generate new leads? Get more requests for quotes? Book more business for the quarter? Whatever it is, identify a specific, tangible goal, and then brainstorm. Where does your target audience hang out? How do they make decisions? Where can you reach them? The more time you invest in researching this information, the better prepared you’ll be to make your (free) marketing effective. Construction companies have different clients, so what works for one company may not work for your clients. Understand your clients and market place.
2. Blog regularly. If you’re like most construction businesses, your prospects are online. As such, your website is a major marketing tool. How can you get more people to see it? One great, free way is blogging. You’ll have to invest time to churn out quality content on a regular basis for a blog, but if you do the writing, you won’t have to invest any cash. In exchange for your efforts, blogging can help you improve search engine rankings, traffic, online authority and more. Blogs can be construction tips, or they could be short updates of your projects and important milestones reached. Include photos - but do check to ensure that the photos don't show unsafe acts, an untidy site or poor quality work.
3. Do something newsworthy. Think about ways you can generate free publicity for your business without a financial investment. Can you provide free construction help to a local event in exchange for promotion? Would it be doable to host a workshop or seminar at your facility on an area of your expertise? Try to make a splash, then reach out to local journalists and media professionals about it. The key to getting coverage is being legitimately newsworthy. Consider when projects reach a special milestone or safety achievement. Of course you shouldn't have them too frequently because this will take away the impact.
4. Join a local professional organization. Do a little research into business organizations in your area that allow free membership. Join and get networking. Whether it’s the chamber of commerce or a new alliance, you can gain new visibility by participating.
5. Team with other businesses. Any time you can find other local businesses to partner with, it can be a powerful, effective marketing strategy. Perhaps you specialize in small-scale handyman jobs, but there’s another business that does roofing. By referring your customers to each other, you cross-promote and both reap the benefits — and it doesn’t cost anything.
6. Get active on social media. Invest the time to be active on social media and it can pay dividends over the long haul. The keys are being consistent, offering real value and finding a way to stand out. What kind of information and resources does your target audience want? What will help them or answer their questions? Make your content less about you and why you’re awesome, and more about your prospects and how you want to help them. Keep providing real value day after day, and people will notice.
7. Use a referral program. Current customers can be one of your most powerful marketing tools when they tell their friends about your work. Incentivize referrals by offering a reward for bringing in new business. Maybe you provide a free sample product or a bonus service. Perhaps you give the referred customer a discount, as well as a discount to the one who referred him or her. Find a way to make it worth people’s time to promote you, and you get free promotion.
8. Build an email list. If you aren’t already building an email list, you’re missing a golden opportunity for future marketing. Add an opt-in form on your site that tells prospects why they should sign up. Stay in touch with past clients. No matter how good your relationship was and the last project you executed for them there's no guarantee that they're going to remember your company in a year's time for their next project. So send out a short email, holiday greeting, or company update once a year.
9. Send a survey. Email your list of past/current customers and prospects a survey, asking for feedback. Doing so not only gives you free market research, but it also reminds your audience of your services.
10. Hold a contest. Prizes for a contest don’t have to be expensive. You could give away a couple free products or some complimentary services, for example. So, run a contest online that asks people to sign up for your newsletter, visit your site or complete another action that aligns with your goals.

 
While marketing your construction company with no money is a challenge, there’s actually more potential than you may realize. Try the ideas above to start spreading the word about your business! If you stay faithful to the process, you should start reaping results in no time.

​Information in this video is from the author's books: 'Construction Claims: A Short Guide for Contractors' and 'Successful Construction Project Management: The Practical Guide' and 'Building a Successful Construction Company: The Practical Guide'. All available from Amazon in paper or ebook.

​Information in this video is from the author's books: 'Construction Claims: A Short Guide for Contractors' and 'Successful Construction Project Management: The Practical Guide' and 'Building a Successful Construction Company: The Practical Guide'. All available from Amazon in paper or ebook.

​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
Please share this post
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'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'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

I’m sure most of you at some stage have taken a bite from a nice big juicy apple or peach, only to find that the inside was rotten. Maybe it had a worm … or worse still, half a worm. You were taken in by the external appearance of the fruit and took a giant size bite in your eagerness to taste it. Maybe, sometimes you were just so hungry that you grabbed the fruit and bit into it without first checking the outside.

Of course, you are now left with a mouthful of rotten fruit and a half eaten piece of unpleasant fruit. What do you do with it? Where’s the nearest trash can? How can you get rid of that foul stuff in your mouth before you chuck it up, and where can you rinse your mouth to get rid of the bad taste? Sometimes it’s easy and you are in the kitchen, but often you are out with friends and it’s not so easy to deal with.

Unfortunately, the same happens with contractors and construction projects. Contractors are often beguiled by projects that seem so good, then they’re disappointed once they start the project to find that it’s not so great after all. Sometimes, contractors are just so desperate for the work that they grab the project without much thought, only to find that they’ve got a rotten project. They forget to first check the project, read the contract document, understand what’s required, and know the client. Frequently contractors are too busy to price projects properly, they assume things, guess prices and hope for the best.
Then, when things go wrong, the project turns rotten, contractors are left holding the rotten project with no easy way to get rid of it. Like the rotten fruit, a rotten project can leave an unpleasant taste lingering for a very long time.

How can we avoid rotten projects?
It’s important when pricing any project to understand:

1. The client. Does the client have money to pay for the project? Do they have a reputation for paying contractors on time and fairly, or do they pay late and hold money unfairly? Does the client have reasonable expectations that can be satisfied? (Some clients expect a luxury sedan with the budget for a small car.)
2. The client’s team. Does the client have a team that can deliver information on time? Can the team manage the project? Are they organized?
3. The contract documents. Some contract documents apportion risk unfairly, they are one-sided in the favor of the client. Are the documents clear and free of ambiguities? Are the terms and conditions of the contract reasonable?
4. The scope of the project. Sometimes contractors misunderstand the scope and don’t price all the work in the contract.
5. The project site conditions. What is the topography on the site (steeply sloping or flat), is the site accessible, what are the ground conditions like (rock or sandy), are there other contractors already on the project or going to be working there at the same time, how will the client’s activities and operations impact the construction works?
6. The project construction schedule. When will the client grant access and provide information? Is it possible to complete the work in the time allocated?
7. The weather conditions likely to be encountered during the project. How will the expected weather impact construction?
8. The available resources. Does your company have sufficient resources (people, financial and equipment) of the right quality to commit to the project? Will there be sufficient suitable resources such as materials and subcontractors available to complete the project?
9. The risks. Every construction project has some risk and contractors are expected to manage and control these risks. However, some projects have large risks which could be devastating for the project and the contractor should the risk eventuate. It is important to understand the type of risk, their quantum and the likelihood of them occurring. In some cases for particularly risky projects, it may be best to walk away from the project.
10. The project’s cash flow. How much you’ll be paid and when? Who has to be paid, how much and when? Poor cash flow has destroyed many contractors, even on profitable projects. If you don’t receive money on time to pay project debts the company could become bankrupt.
11. Your costs. Calculate the costs of managing the work, costs of all equipment materials and subcontractors and overheads. Don’t guess.
12. Other possible projects. Don’t just blindly pick the first project to price. Be selective and see which project best suits the company and which one you are most likely to win. When you are presented with a whole selection of fruit you are better able to be more selective, thus choosing one that’s the ripest, juiciest and least likely to be rotten.

Conclusion
….Continue Reading.....

​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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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'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'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

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How often do we find that when construction projects go wrong that the real cause was due to poor planning and preparation? Unfortunately far too often! This is often due to the client’s (owner’s) team as much as it’s due to the contractor. Then, when there are problems on the construction project they aren’t detected early, or they’re ignored, or the wrong actions are implemented to correct the problem.

So how can we improve construction project delivery?

​
Planning – client
Frequently the client and their team are to blame when construction projects go wrong because of their poor planning. Proper client side planning includes ensuring that:

1. The scope of works is complete.
2. The design is good – it delivers on the design brief and scope of works, it is constructible and practical, providing a practical and cost effective solution to satisfy all stakeholders.
3. Contractors are provided all the necessary information and documentation to price the project.
4. Contract documentation is complete, sufficient and not ambiguous or contradictory. The rights and obligations of all parties are clearly set out.
5. The right contractors are selected and the selection isn’t based on price alone.
6. All permits and permissions are in place.
7. Site investigations and preparations are thoroughly done.
8. The budget has been calculated correctly, it’s been checked and it’s sufficient.
9. They understand the project risks.
10. They have realistic expectations for the project.

Planning – contractor
Good planning by the contractor includes:

1. Understanding the project requirements.
2. Selecting appropriate construction methods.
3. Ensuring there are sufficient resources for the project, and that these resources have the required skills.
4. Preparing a proper project schedule. This schedule shouldn’t be squeezed to fit the client’s time frame if it’s not possible and is unrealistic. The schedule must be resourced properly, the task links must be correct, the schedule must allow for all of the project restraints including the expected weather conditions, and there must be sufficient time allowed for finishing, snagging and commissioning the project.
5. Understanding the contract document, including their rights and obligations. It’s too late to start reading the contract document halfway through the project when a problem arises!
6. Ordering the correct materials timeously.
7. Implementing proper safety management systems at the start of the project.
8. Implementing adequate quality systems and controls before starting work.
9. Ensuring that all permits and permissions are in place.
10. Checking that all insurances are in place.​

​Preparation – client 
The client’s proper preparations for the construction work includes:

1. Ensuring everything is ready for the contractor, including, access to work areas, construction information and project facilities.
2. Checking that all project permits are in place.
3. Checking that all finance is in place and that their cash flow will be sufficient for the duration of the project.
4. Ensuring they’ve fulfilled all their contractual obligations, including supplying utilities, services and facilities as required for construction.
5. Ensuring that the contractor’s team understands the rules and regulations governing the project site and that all hazards have been made known and are understood.
6. Setting up proper communication channels between all parties.
7. Ensuring that the client’s team understands their responsibilities and limits of authority for the project.
8. Checking that materials and equipment supplied by the client will be available when it’s required.
9. Checking the contractor’s construction schedule to ensure that it complies with the project requirements and that they can deliver access and information in accordance with the schedule.
10. Ensuring that there are no gaps in the project, or outstanding tasks.

Preparation – contractor 
The contractor’s proper preparations for construction work include:

1. Having the right resources in sufficient quantities available when they’re required on the project.
2. Ensuring that construction materials have been ordered correctly. Following up to ensure materials will be delivered on time in accordance with the construction schedule.
3. Appointing the right subcontractors (not necessarily the cheapest) using the appropriate contract documentation.
4. Communicating the construction schedule to those doing the work.
5. Communicating the project rules, requirements and expectations to their workers. This includes safety and quality.
6. Communicating the chosen construction methods to their team.
7. Checking that the client has provided access and information for the construction work in accordance with the contract, and that the client has fulfilled their contractual obligations.
8. Ensuring all safety measures are in place for the construction work and that there are proper controls to manage hazards.
9. Ensuring their team understands their roles, responsibilities and limits of authority on the project.
10. Putting in place proper document control systems – where documents can be easily distributed and stored, where they can be readily accessed and are protected.

Proactive Problem Prevention
Proactive problem prevention includes:

1. Ensuring that reporting systems are in place on the project to detect problems early.
2. Regularly review reporting systems (schedule, quality, safety, financial, budget, claims, etc), ensuring that the information in the system is correct and that concerns and problems highlighted in the reports are acted on.
3. Assessing and understanding the project risks. Implement mitigation measures to prevent risk events occurring and to lessen the impacts if the risk event occurs. Risks should be continually re-evaluated during the life of the project.
4. When problems are detected the true causes of the problem should be uncovered. Often the symptoms are addressed and not the underlying cause, which leaves the problem to fester and grow.
5. Focus on problem solutions, rather than excuses or looking for blame.
6. Not ignoring problems until it’s too late. Remember where there’s smoke there’s usually a fire. Problems on construction projects seldom resolve themselves and frequently they only get worse. Early intervention is essential.
7. Communicate regularly with the project team. Encourage the project team to highlight potential problems. Communicate concerns and solutions to the team, ensuring that the solutions are implemented promptly and effectively.
8. Regularly checking design and construction work.
9. Continually planning ahead to ensure that everything will be in place for the upcoming activities.
10. Actively managing the construction project.

Conclusion
Your construction project can be a success. Plan, prepare and be vigilant to foresee, prevent and solve problems. As I always say – it’s better to be a fire prevention officer than a firefighter, because it’s easier to prevent a fire than it is to extinguish a raging inferno which has already caused damage.
Remember the 10 P’s to ensure your construction project is successful – Proper Planning, Preparation and Proactive Problem Preclusion (Prevention) Prevents Poor Project Performance. 

What problems have you encountered on construction projects that could have been prevented by proper planning and preparation?
Do you have a proactive problem prevention strategy on your project? 

​This article is adapted from information in the author’s popular books: 'Successful Construction Project Management: The Practical Guide' and 'Building a Successful Construction Company: The Practical Guide' and 'Construction Project Management: Tips and Insights'
'Construction Claims: A Short Guide for Contractors' is another of Paul's useful books.
Paul has recently published 'Construction Management: From Project Concept to completion'.
Paul's new book: 'Build and Renovate Your Home With Your Eyes Wide Open' is for those with little construction experience who want to build or renovate a house. It's filled with tips and suggestions to help you on your way, ensuring you avoid the pitfalls of home construction projects.
These books are available on Amazon and other online book stores.
Paul publishes articles regularly on LinkedIn and his website. 

Paul writes regular articles for other websites, gives lectures, mentors, and is available for podcasts and interviews.
​
© 2018 This article is not to be reproduced for commercial purposes without written permission from the author.

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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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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'
'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'
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Claims are an inevitable process on most construction projects – there will be changes and delays. Yet some projects seem to have multiple claims and delays. A recent study by KPMG found more than 70% of the respondents reported that their projects increased by more than 10%, and 75% experienced delays of more than 10% on their timeline.

But it isn’t just clients who receive delay and cost claims from their contractors, but also contractors who receive claims from their subcontractors.

Unfortunately many projects end in lengthy, acrimonious, legal disputes between owners and managing contractors, and between contractors and their subcontractors. Frequently there are no winners in these situations – except of course the lawyers.

The outcome of these variation claims is the inevitable increase in costs and delays in the project completion. But there are other impacts which include:

• The management time taken to put together and argue the variation claims. Time which could be better spent elsewhere on the project.
• Sometimes legal costs to fight the claims.
• Frequently the breakdown of the relationship between the contractor and their client, or between the contractor and subcontractor.
• The adverse impact on reputation.
• The negative impact on cash flows.
• The possibility that there won’t be money to pay the claims.

The obvious solution is to avoid the reasons for variation claims in the first place. When variation claims do arise these should be dealt with speedily and in a spirit of goodwill between the parties.
​
How to avoid variation claims on construction projects

1. Have a sound contract document which doesn’t contain ambiguities, contradictions or loopholes. This document must clearly detail the duties, responsibilities, and obligations of the contracting parties.
2. Adjudicate the prices/quotations received to ensure that the contractor has priced all the work and hasn’t included any clauses which aren’t acceptable. Check that the contractor is capable of completing the work, that they understand the project and have the necessary resources. The wrong contractor or one that has submitted a price that’s too low will submit variation claims in an attempt to recoup their losses.
3. Ensure that the contractor or subcontractor pricing the work is provided pricing documentation that has a clear scope of work and that includes all the contract terms and conditions which will be included in the final contract documents.
4. Provide as much information as possible to the contractor before they submit their price. Remember any new information or changes after the contract is agreed may provide a reason for a variation claim.
5. Ensure that there is an agreed construction schedule with clear milestone dates.
6. Know when the contractor, or subcontractor, requires access and information, and ensure these are provided before the required date.
7. Monitor progress against the construction schedule and ensure that follow-on contractors won’t be delayed by the previous contractor.
8. Make sure that changes are limited.
9. Ensure all instructions of a contractual nature are in writing. Verbal instructions inevitably lead to misunderstandings and claims.
10. Understand the contract document, knowing what your obligations are in terms of the contract. Make sure that you and your team fulfil these obligations.
11. Foster a culture of open and honest communication. The parties should highlight problems, or potential problems, as soon as they are noticed. Solutions should be sought to mitigate the problem. Early intervention can often mitigate the variation claim.
12. Clients need to be aware of the consequences of their actions, or lack of action, on the project. Even small decisions can have ripple effects across the project causing a bigger problem elsewhere.

​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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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'
'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

Most construction projects hire some, or all, of their construction equipment. These items could be portable electric tools, through to monster bulldozers and excavators. Sometimes the item is only required for a couple of days (even a few hours), while other equipment is required for the duration of the project. On large earthmoving projects hired equipment could make up some 40% of the project costs, so even small savings can make a difference to the project’s profits.

What to check for when hired equipment arrives on your project
The task of receiving equipment deliveries is often left to a person who has not been told what to look for. Things to check when hired equipment arrives on the project include:

• That the item is actually for the project (sounds very basic, but it wouldn’t be the first time something is delivered to the incorrect project).
• That the item is what was ordered – sometimes suppliers deliver smaller, or bigger, machines, and on occasion even the wrong item. (Bigger items usually use more fuel and they might not be suited for the task. Obviously, small items may be ineffective, and you’ll probably be paying the price of the original item that was ordered.)
• Damage to the item, such as; bumps, scratches, cracked windows and damaged lights. These damages should be noted on the delivery note, put in writing to the supplier, and if possible photographs should be submitted to the supplier, as well as a set kept on the project. Suppliers will charge for damages they find on the machine when it’s returned, so it’s important to record existing damages so the project isn’t charged for pre-existing damage when the item is returned.
• The condition of wearing parts and cutting edges, since the project is normally charged for their replacement or additional wear.
• The condition of the tires, because those that are damaged or in a poor condition often result in deflated tires, which not only cost time to repair but the project could be liable for new tires when the item is returned to the supplier.
• Ensuring the item is in a roadworthy and in an operational condition, that there aren’t oil leaks. It has to be able to do what it’s supposed to do.
• That all the parts and fittings are included with the delivery, and that wheeled machines come with at least one spare tire.
• The fuel level of the machine which should be recorded, since suppliers normally expect their machines to be returned full of fuel, and will charge for additional fuel they have to put in (but of course the converse doesn’t happen, and often machines arrive with minimal fuel. When large items take several hundred litres of fuel, this could result in a significant additional cost).
• When the item is being charged at a mileage rate, the odometer reading should be recorded and compared to what’s on the delivery document.
• When the item is being charged for the hours or days it’s on the project, then it could be important to record the time the machine arrived on the project. For example, if the item arrived in the late afternoon, the project shouldn’t be charged for that day.

Most importantly the project member who requested the item should be notified the item has arrived on the project. Often machines arrive and then aren’t used for several hours, or days because the person who requested the machine doesn’t know it’s available.
​
Where the item is supplied with an operator, it’s important to check that the operator has all the correct licenses to operate the equipment. The operator should attend a project-specific introduction or induction so that they are aware of the rules and the hazards of the project before they start working.

Understanding the conditions in the hire agreement
Often items of equipment are hired, but the project team has not read the terms of the hire agreement, which can be fairly stringent. The terms should include:

• The hire rate for the machine, and whether it’s charged hourly, daily or monthly.
• The minimum hours, or minimum days, the item will be invoiced for.
• Whether a surcharge applies if the machine is worked excessive hours or travels more kilometres.
• What the hire charges will be if the machine can’t work due to rain, force-majeure, or non-work days on the project.
• Which party is responsible for insurance – more importantly is the machine insured?
• Who is responsible for repairs and maintenance (these costs can sometimes be large, adding significantly to the hire costs).
• Who supplies fuel, oil and cutting edges, and for cranes the slings.

It may be possible to negotiate some of these terms when the order is placed, which could result in considerable savings later.

​....Continue Reading......

I’m sure every one of you are putting off tidying some part of your house. Whether it’s the garage, your clothes closet, your work room, or the garden shed. I’m sure there’s some part of the house where you take one look, then walk away, leaving it for another day. In the meantime the thought of all that mess hangs over you, and you’ve always got it nagging at the back of your mind. Then, when you finally get the courage and jump in to sort the junk, it’s often easier than you thought it would be. Sure, there are always some tough decisions, like throwing out those items you remember fondly wearing, but you haven’t worn in ages because they probably don’t fit anymore. You’ll probably find some junk that you’ve been hoarding for years, convinced that it will be some use one day. Some of you who are savvy may even turn some of that unwanted junk into cash by offering it on eBay or Craigslist. Hauling some of the better clothes to the local charity store can be immensely satisfying – cleaning out a room in your house and donating to a good cause is really good for your soul.

The important thing is that as long as the problem remains unsolved,  it’s like this dark cloud hanging over us every day. Some of you probably have rooms, cupboards or drawers in your house that you are too scared to even open. But, once the mess is tidied and rid of junk, it’s a tremendous relief and suddenly you are free to open that room, cupboard or drawer. The amazing thing is that once you set your mind to the task of clearing, and you are committed to that task, it usually gets done much quicker than you imagined. Of course, there are some who will make half-hearted attempts to clear the clutter, then give up before long – often leaving more of a mess than before. Those half-hearted attempts waste time and energy, but more importantly they make the problem seem even bigger than it actually is.

So it is with some construction projects – they’re in a mess, and often sinking deeper. Yet, some of us avoid getting stuck in and sorting the project out. We kind of skirt the issues, hoping that miraculously the project is going to sort itself out. Well guess what, just like that junk pile at home isn’t going to sort itself out on its own, your project’s not going to sort itself out without intervention and commitment from you.
Indeed, like some of you who avoid opening some rooms, cupboards or drawers in your home, I’ve known some managers that have avoided visiting their projects that were in trouble because they couldn’t face the problems. Of course this solves nothing.

Certainly, sometimes some projects have multiple problems, when things start going wrong it often snowballs. Where to start? Well, like sorting that room piled with junk you have to start somewhere. More importantly you have to be committed to sorting things out, that means spending time on the project to understand the underlying causes of the problems. You can’t think that a half hour here and there will make much of an impression. Nor should you be tempted to chuck everything into the trash and start from scratch again. You might be throwing useful stuff into the trash. Some bosses fly in yelling at everyone and firing anyone they think is the problem, and often they leave the project in more of a mess than before.

Like that room that’s a mess, start sorting from one end. Trash what is junk. Rearrange what should be kept. Put things in an orderly place. Don’t get distracted. Don’t run away when things get too hard.

Of course, hard decisions sometimes have to be made. Don’t shy away from making them. If someone isn’t performing they need to shape-up or ship-out. But, some people may be better deployed elsewhere, they may be more suited on a different project. Of course, don’t just pass on poor people to another project. It’s kind of like sending your broken shoes to the charity shop, simply passing your problem to someone else who ultimately has to trash the item. Rather look to passing the person on to somewhere they could be better suited, kind of like passing on that jacket that’s perfectly good but doesn’t fit you anymore, to the local charity shop.
Sometimes you have to spend money to fix that problem. Like when you are tidying that room at home you may have to purchase new shelving and racks, maybe even re-configuring your cupboard completely so that everything is easily accessible. So too, when sorting out our projects we sometimes have to bring in additional resources to help out.

Of course, it is always easy to play the blame game. “It’s not my mess”, “It’s a difficult client” and the favorite, “it’s the estimator’s fault”. Well blaming someone doesn’t solve the problem. Deal with the problem, sort it out. Rather apply your mind and energy to solving the problem than wasting time and energy blaming others.
It’s just as easy to find excuses for not sorting out the mess. “I don’t have the time”, is an all too familiar excuse. Or, there’s always the delay tactic, “I’ll have more time next week”. Well, next week will come and go and you still won’t have the time, and the mess will have gotten worse. Make the time now to sort out the problems and mess.

The important thing is don’t wait until your project is in a total mess before you start sorting it out. When a problem arises, find the reason, fix the problem as well as the underlying cause so a similar problem doesn’t occur. Again, kind of like that room at home, maybe the reason things are on the floor is that there’s insufficient storage. So create more storage, then pick the stuff up and pack it neatly.

Better yet, don’t let you project get into a mess in the first place. ....Continue Reading....

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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'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'
'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
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​

I often see arguments on LinkedIn and other blog forums as to whether the best construction project managers should have a tertiary qualification or whether they should have worked themselves through the ranks in the industry. Now personally I believe that a relevant tertiary education adds immense value, but I also know that experience is essential. Having said this though, it’s vital that it is the right experience, gained with suitable mentors that teach people the correct way of doing things, get the basics right and inculcate good habits. Unfortunately sometimes young construction project managers are taught the wrong way of doing things which they then carry into their career as managers. Sometimes these bad habits are then even passed onto the next generation again. Now this is probably a topic on its own which can consume much debate.

However, because a construction project manager has learned, both through tertiary education as well as by experience, the basics of construction management, as well as the principles of construction, does this make them a good construction project manager? I would argue that there are certain qualities that successful construction project managers require. The question is can these qualities be learned or acquired? Maybe they are learned in our early education?  Perhaps these are qualities we inherit?

10 Qualities of successful construction managers
What turns an ordinary construction project manager into a great construction manager? I believe the following qualities are important:

1. Conscientious – over the years as a project manager I worked countless hours of overtime, even though I was only paid a fixed monthly salary. We often joked that if we were paid all the hours of overtime we would have been very rich. Many nights I got home late with the family already in bed. These extra hours were often not planned, but were a result of things going wrong on the project – cranes that broke down, concrete that didn’t arrive as ordered, or simply a job that had to get finished. Now I’m certainly not advocating that you should regularly work late - in fact regularly working late may be a sign that you’re disorganised. Rather it’s about getting the job done when you have to. It’s about caring about the project and your team. It’s also about being proud of the quality of your work.
2. Hard working – construction is hard work. There never seems to be enough time. Projects are fast track. Clients are demanding. Paperwork seems endless. We always seem short staffed. Everyday there’s a new problem. If you’re going to do your job properly you have to be prepared to work hard.
3. Observant – it never ceases to amaze me how some construction managers can walk past something on their project that’s obviously wrong and not notice it. Quality problems go unnoticed, unsafe acts are allowed to continue and poor productivity (including people and equipment standing idle) isn’t commented on. A good project manager will immediately notice when things aren’t right, when things start going wrong.
4. Decisive – construction managers have to make decisions on a daily basis. These decisions can sometimes have a dramatic impact on the outcomes of the project. Sometimes not making a decision, or delaying the decision, could have more of an impact than making the wrong decision. Construction managers have to carefully and quickly weigh up the question and the supporting information, then make the best decision understanding the consequences of their decision. Sometimes you have to make hard choices which you can’t shy away from. Undoubtably, sometimes you will make the wrong choice – learn from the experience.
5. Logical – projects have to be built in a logical manner, in the correct sequence of activities. It’s essential to plan the project properly at the start, choosing the most appropriate construction methods and understanding how each activity impacts the other activities. Problems frequently occur in construction and they’re often only solved by logically working through the problem to understand the cause and the best solution to solve it.
6. Resilient – things will go wrong on a project. I’ve worked with difficult and objectionable clients and had projects that no matter how hard we worked we were destined to lose money and finish late. Yet, no matter how bad things are the project has to be completed. There’s nowhere to hide. Get on with the project and don’t let your team see, or have to face, your frustrations. Despondency spreads easily and saps morale, which eats productivity on the project, often exacerbating the situation. Some clients may become abusive, even blaming you for problems or claims they’re responsible for. You can’t make it personal – get on and finish the project.
7. Able to work with people – construction is a team effort and involves working with people from diverse cultural, educational and economic backgrounds. Construction managers will work with difficult people, they will be giving direction to some who are older and have been in construction longer, and they will have to manage these situations to give the best result for the project. Being able to work with people also means understanding them.
8. Willing to learn – you’re never too old to learn something new in construction. Learn from your mistakes, learn from those you’re working with, even learn from other contractors.
9. Able to communicate – managing projects is a people business. You have to be able to communicate verbally and in writing. Your communication must be clear and understandable.
10. Adaptable – each project is different. You work with different clients, a different team, new suppliers and new subcontractors. Every day is different, with varying weather and problems. Your plans will be disrupted. You have to be prepared to adapt to the changed circumstances.

Conclusion
Even construction project managers that have the right training and experience can be poor project managers if they don’t have the above qualities.

What do you think makes a great construction project manager?
What other qualities do you think a good construction project manager should have?
Can these qualities be learned?

​This article is adapted from information in the author’s popular books: 'Successful Construction Project Management: The Practical Guide' and 'Building a Successful Construction Company: The Practical Guide' and 'Construction Project Management: Tips and Insights'
'Construction Claims: A Short Guide for Contractors' is another of Paul's useful books.
Paul has recently published 'Construction Management: From Project Concept to completion'.
These books are available on Amazon and other online book stores.
Paul publishes articles regularly on LinkedIn and his website. 

Paul writes regular articles for other websites, gives lectures, mentors, and is available for podcasts and interviews.
​
© 2018 This article is not to be reproduced for commercial purposes without written permission from the author.

We make decisions every day about where and what to buy. Where will we buy our groceries, which stores do we visit for new furniture, what computer and phone should we get, what internet search engines we use, what styles of clothing we wear and where we purchase them from, what beer we drink, what brands of construction equipment we use. Many of these decisions are influenced by price, but even so, our starting point is to go with the brands we trust. So it is with customers and clients in the construction industry. Sure, they all want the cheapest price, but their starting point is to approach contractors who they have worked with before, or contractors recommended by friends or colleagues. Invariably clients or customers will avoid using contractors that have been in the media for the wrong reasons – their projects were finished late, there were quality problems or their projects ended in protracted legal disputes.

A company’s brand is very important. In fact, Forbes values the worth of Apple’s brand as $170 billion, Google at $102 billion, Microsoft at $87 billion, Coca-Cola at $54 billion, Toyota at $41 billion and McDonald’s at $40 billion. What this means is that even if you had Coca Cola’s secret recipe and could sell the exact same drink for half the price you would battle to compete against Coca-Cola because the majority of people would choose to drink Coca-Cola rather than the replica you are selling for half the price. Why? Well simply because most people go with the company they believe they can trust, and with the drink, they are used to consuming.

In construction it is often much the same – who will we call to price the project? It will usually be the well-known contractors and the ones we have successfully worked with before.

What influences a contractor’s brand?
A contractor’s brand is influenced by:

1. The quality of the product they deliver. No one wants a poor quality product – no matter how cheap.
2. Ease of doing business with them. Clients and customers want the least problems possible on their projects.
3. After service – a contractor can deliver a successful project, but if problems occur after project completion which the contractor doesn’t resolve then clients quickly forget the successful construction phase and only remember the problem which hasn’t been resolved, a problem which could even be relatively minor in the whole project scope.
4. Protracted legal battles and numerous variation claims.
5. The project not meeting the client’s expectations. Unfortunately, this isn’t always the contractor’s fault since the client may have had unreasonable expectations, or the problem may even be due to the design (often done by others) which delivers a project below expectation.
6. Poor safety record. Accidents attract negative media attention. Accidents may get the project closed down by the authorities until they are investigated and problems fixed. Accidents often involve the client’s team in the investigation. Clients hate accidents.
7. Industrial relations incidents and work stoppages or protests attract negative media attention. They disrupt the project, causing delays. They can also spill over and impact the client’s workers and operations.
8. Clients believing they haven’t received value for money, or worse suspecting that the contractor has deceived them by submitting false and excessive claims. Often this is a misconception and is due to clients not understanding the true cost of what they demanded of the contractor.
9. The contractor’s reliability for delivering projects on time.
10. The contractor’s employees. Poor behavior of personnel on the project and surrounding the project, in company branded vehicles, or by employees wearing company branded clothing is a poor reflection of the company. Company branded vehicles being driven badly or disobeying the road rules aren’t good advertisements.

How can contractor’s protect their brand?

1. Contractors need to be consistent with advertising and branding. You don’t see Coca-Cola or Apple using different logos or changing colors and taglines.
2. People are an important aspect of a construction company’s brand. Ensure all your employees understand how their service, attitude, and behaviour impact the company’s brand – both positively and negatively.
3. Instil a culture of delivering quality products.
4. Ensure that you can meet your client’s expectations. If they have unrealistic expectations or expectations that your company cannot achieve explain why their expectations can’t be met. Don’t execute projects where the company can’t meet the client’s expectations – it will almost surely end in a disappointed client.
5. Constantly communicate with clients.
6. ....Continue Reading....

​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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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'
'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
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A project construction schedule should be drawn up for every project, and used to establish the quickest, most effective method for constructing the project. The schedule can take the form of a simple hand-drawn bar chart, or be an intricate, detailed schedule, using a proprietary software package, linking and resourcing the activities.

The schedule can be prepared by the project manager, or it may be delegated to a member of the team, who could be an experienced planner. It’s important, however, that the project manager controls the process, and ensures that the schedule not only meets the contract milestones but is also achievable with the available resources, that it reflects the chosen construction methods, it satisfies the client’s requirements, and that the project can be constructed in the safest and most economical manner without sacrificing quality standards.
​
The Good

1. The schedule shows the team the goals/targets/milestones and when they must be met. It then shows the route that the team must follow – kind of like following a map to get to your destination. It provides the sequence of tasks to guide project managers and supervisors as to which activities they need to be working on, and which are the next ones they should be planning for. Without this map or schedule, you may find individuals in the team pulling and working in different directions, maybe even not knowing when the target must be achieved.
2. They provide the dates of when construction materials are required on the project site.
3. A resourced construction schedule allows you to plan the mobilisation of resourcessuch as equipment and personnel. You know how many of which type of resource you need and when. I’ve walked onto many projects and found that they either had too few, or too many, resources because the project manager didn’t understand, or wasn’t using, the project schedule.
4. Many contractors see the schedule as an opportunity for the client to use it to bash and penalise them. I see it as an opportunity to ensure that the client meets their obligations (such as providing access and information) timeously. An approved project construction schedule is a valuable aid when preparing delay claims.
5. They can be used to monitor the progress of subcontractors and suppliers.
6. Including the project schedule with the subcontractor request to price documents and in subcontractor contract documents ensures that the subcontractor can have the necessary resources on the project at the required times and that they allow in their price for any specified interruptions and discontinuities in their work. It reduces opportunities for them to misunderstand the construction project durations or resources required. This can avoid many of the reasons for variation claims and excuses for schedule slippage from our subcontractors.
7. Importantly, the schedule provides feedback on whether the construction work is proceeding according to schedule and whether the project will be completed in time. When it’s detected that progress is slipping action can be taken to recover the slippage, which may include bringing on additional resources or working extended shifts.
8. Understanding that the project is slipping against the schedule and knowing why may give us a warning to other underlying problems which are costing the project money.

​The Bad
The one thing that’s worse than not having a construction schedule is having a schedule that is incorrect. Yet, many construction schedules aren’t correct. Here are a few common mistakes.

1. The schedule isn’t resourced correctly, or doesn’t take into account the available resources, or that the resources are required elsewhere on the project at the same time. It’s amazing how some planners don’t consider how you fit all the required resources into the available space, or whether the contractor or their subcontractor has the resources available.
2. The schedule doesn’t take cognisance of the client’s constraints, such as; drawing issue dates, restricted working hours and the access to work areas. I have seen schedules with a start date that ignored when we would have site access or receive construction drawings. We have often had to interrupt our work-flow while the owner’s processes took priority. Processes which we knew before we prepared the schedule would occur. Processes and restraints that were outlined in the project contract document.
3. The schedule doesn’t allow for mobilisation times – on some projects, there is a lengthy process to get resources to the site and inducted onto the project. I’ve had projects where the client’s mobilisation process could take several weeks to negotiate before people were allowed onto the project. Anyway, people aren’t always simply available, ‘on a shelf’, when we need them.
4. Not taking into account the impact of the normal expected weather conditions. Wind, extreme heat, freezing temperatures, and rain can severely impact productivity and progress. The schedule should allow for the normal weather conditions which occur at that particular time in that region.
5. Allowing insufficient time for procurement and manufacturing lead times. Sometimes additional time needs to be allowed for the design of these items, design approval, drawing preparation and drawing approval. Some items could take weeks or even months to procure.
6. Failure to take account of the impact of adjacent structures on the schedule – these impacts include cutting off access while the structure is being constructed, or structures that must be completed first because they are deeper or impact the structure in other ways. It could also include how access scaffolding or cranes on one structure impacts the neighbouring structure. Service and utility trenches, in particular, can have a major impact, particularly if they are deeper than structures, or pass underneath, or need to be connected to the structure.
7. Disregarding contractual completion dates. This seems obvious but is sometimes ignored.
8. Not allowing time for commissioning. Commissioning of some facilities can be lengthy and complex and depend on various sections of the work to be complete, as well as the completion and connection of the utilities.
9. Not including all the requirements to have an operational facility – which may include connections of utilities such as power, water, and gas. It also includes obtaining all permits and permissions.
10. Not allowing for inspections and testing. These tests could delay the progress of the construction. In addition, the facility may not be occupied or used if the test results aren’t available or various approvals haven’t been obtained.
11. Failing to allow for design and drawing approvals. Sometimes the client or their team has to approve the design, drawings or even shop drawings. There should be adequate time in the schedule for this process, including time for the required corrections and re-submissions when required.
12. The construction schedule isn’t approved by the client in writing. The schedule forms a vital part to substantiate delay claims. However, if the schedule is not approved it is worthless. Some clients will avoid approving the construction schedule when they aren’t ready for the contractor and know that the approved schedule will support a delay claim against them.
13. The schedule isn’t communicated to the construction team. Sometimes this communication is done poorly and the project manager just dumps the complete schedule (sometimes with thousands of activities) for the whole project on the supervisor’s desk. Supervisors usually are only concerned with what must happen in their section of works for the next few weeks.
14. ...Continue Reading....

​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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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'
'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
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From time to time contractors have to demolish existing structures, either completely or partially, to enable new structures to be built. This work is inherently dangerous, and if it’s not done correctly could result in the remaining structures or surrounding property being damaged, and even people getting injured or killed.

Usually, large demolition work must be done by licensed contractors, but often projects involve smaller demolition works which are tackled by less experienced people. In fact, sometimes contractors have to demolish newly completed work because the work was substandard of poor quality and didn’t meet the project specifications because the client changed their mind, or the designer made a mistake. Some of these demolitions are done with little forethought and planning, sometimes with inappropriate equipment, often done hurriedly so that impacts to the construction schedule are minimised.

To prevent accidents it’s important that certain precautions and steps are implemented before any demolition work begins. These include:

1. Ensure all service lines and pipes have been terminated. Live electric cables are dangerous. Damaged water pipes can flood the project, or possibly leak underground undetected. Ruptured gas pipes can lead to explosions.
2. Make sure that the right structures are demolished. For example; in 2016 the wrong house in Sydney Australia was demolished. The contractor arrived at what they thought was the correct address and proceeded to demolish the house, instead of the house next door which they were supposed to demolish. A very expensive and embarrassing mistake. It pays to always double check and also to ensure that there is adequate supervision in place.
3. Hazardous materials, such as asbestos, should be identified and where possible removed. Not only are these materials hazardous to work with but they can contaminate all of the demolished materials and parts of the construction site which can cause bigger problems and costs to clean up.
4. All permits and permissions must be in place. Many jurisdictions require demolition contractors to be licensed.
5. Check that there aren’t any restrictions – heritage structures can’t be demolished.
6. Ensure that items that are to be salvaged have been removed.
7. Protect the surrounding properties and structures from dust and debris.
8. Prepare a risk assessment and safe work procedures.
9. Have the right equipment and trained operators.
10. Barricade the areas where demolitions are happening and keep unauthorised people out of the area.
11. Clear demolished material as quickly as possible to make the area safe.
12. Plan the work so that demolitions are done in the correct sequence therefore equipment can safely reach parts that have to be demolished, and so that structures aren’t left standing which are unsupported or weakened; they could collapse in an uncontrolled manner on top of people, equipment or other structures.
13. Provide adequate warnings to those around the demolition work who could be impacted by the demolitions.
14. Ensure there is adequate dust suppression systems in place to minimise dust.
15. For large demolitions it is advisable to complete dilapidation surveys of the surrounding structures to record all existing cracks and defects. This will ensure that the demolition work can’t be blamed for damaging structures and buildings when the cracks were already pre-existing and weren’t a result of the demolitions.

Often existing structures have to be partly demolished and openings cut in them. In addition to the checks above it’s also necessary to:

1. Have an engineer check the structure to determine that the modifications won’t impact its structural integrity.
2. As directed by the engineer, install permanent structural supports and beams, and where necessary temporary props and bracing.
3. Not remove temporary props and supports until the replacement structures have attained sufficient strength and have been inspected by the engineer.
4. ...Continue Reading....

​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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'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'
'Construction Book reviews'
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A study by PwC of public contracts in 8 countries in the European Union in 2010 identified that the direct public loss encountered due to corruption in public contracts accounted for 18% of the overall project budgets concerned, of which 13% can be attributed to corruption and 5% due to mismanagement. Imagine, for every dollar spent 18 cents disappeared. A $1 million project will cost an on average $200,000 extra. In the US the FBI places public corruption as one of their number one priorities, even though the US is considered to be the 18th least corrupt country in the world.

Unfortunately, corrupt practices occur throughout the various construction project phases and can be perpetrated by any of the project stakeholders. This corruption is due to direct and deliberate corrupt practices as well as mismanagement. Mismanagement of construction projects occurs far too frequently. I’m sure we can all relate stories of theft, corruption, fraud, and mismanagement that occurred on a project. I’ve previously related a story of how half a million dollars of cement was stolen from one of my projects.

Whether you are a project owner, an investor, project manager or a contractor it pays to be vigilant to avoid corruption on your project. Not only does corruption result in someone realising less value, but it can also impact reputation, and even result in fines and prison time. Being vigilant together we can prevent corruption and fraud.

Corruption, fraud, and theft on construction projects can be perpetrated by:
Owners

1. Pay bribes to local authorities for relaxation of zoning, or to authorities to waive permit conditions or relax conditions.
2. Receive bribes from contractors to award the project to them.
3. Construct projects to favour particular stakeholders (for instance their electorate), or to satisfy their egos, often disadvantaging others in the process.
4. ‘Bid shop’, sharing the price of other bidders with their favoured contractor so that their favoured contractor has the opportunity to lower their price to beat the other contractors’ prices.
5. Knowingly allow the project to damage the environment.
6. Knowingly construct a substandard project to sell on to unsuspecting customers.
7. Construct projects which blight the neighborhood and the landscape.
8. Construct projects to launder the proceeds of crime.
9. Don’t pay contractors and others for completed work, or deliberately withhold money for spurious reasons, or pay contractors late.

Project managers and principle agents

1. Accept bribes from contractors in return for:
   1. Awarding the project to a particular contractor.
   2. Accepting non-compliant work.
   3. Approving spurious and inflated variation and progress claims.
2. Pay bribes to permitting and other authorities and individuals to ‘smooth’ processes.
3. Refuse to accept variation claims from the contractor which are due to the project manager’s or principle agent’s fault.
4. Are lazy, or inept, resulting in:
   1. Them not checking and verifying that the construction work satisfies the quality requirements and standards.
   2. Not checking the contractor’s invoices are correct and the work has been completed.
   3. Poor management of the project, resulting in the project suffering delays and additional costs.
   4. Them agreeing the contractor’s variation claims without verifying that the contractor is entitled to the claim.
   5. Them not adjudicating contractors’ prices properly, which could result in a substandard contractor being appointed, or a contractor whose price has hidden additional costs.
5. ‘Rig’ bids (arrange or organize) to ensure a particular contractor is awarded the project. This is done by:
   1. Bid shopping, where their favored contractor is given the lowest bidder’s price and told to beat it.
   2. Manipulating the requirements to price a project, so that the requirements favor a particular contractor and even disqualify other bidders.
   3. Providing the pricing documentation to their preferred contractor before it’s supplied to the other contractors, and then not allowing the other contractors sufficient time to price the project.
   4. Providing their favored contractor with additional information (not given to other contractors) which could allow them to submit a cheaper price.
6. Invoice the owner more than they are entitled to, which could include billing for people not on the project, charging hours in excess of what was worked, and charging at higher hourly rates than was agreed in the contract document.

Designers

1. Are lazy or inept, resulting in:
   1. Them not checking the quality of the contractor’s work.
   2. Them producing a poor design, which has errors, isn’t the most economical design, hasn’t considered the operating and maintenance costs, or a design that is ugly and blights the landscape.
   3. Designs and drawings being issued late, causing delays to the project.
2. Take bribes to:
   1. Accept substandard work.
   2. To specify particular suppliers’ products.
3. Where they are paid in accordance to the value of the finished project, they deliberately specify more expensive products or design structures that are more complex or require more material to construct, which increases the cost of the project and thus their fee.
4. When they are paid by the hours spent on the project, bill for hours that they weren’t working on the project, or for people who didn’t work on the project, or they charge higher hourly rates than they should have or add in additional charges which aren’t legitimate.

Contractors
​....Continue Reading....

​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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'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'
'Construction Book reviews'
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The quality, level and type of fencing and security on a project are dictated by numerous factors, including the client’s requirements, the location of the project, existing security and fencing around the project and the level of security risk, as well as the likelihood of a member of the public having unrestricted access to the project. In addition, local councils often have bylaws which stipulate the type of fencing or hoardings. These barriers may be simple fences, through to solid barriers of timber, tin, steel or even concrete.
​

Many construction projects are constructed in operational facilities, close to neighboring properties or in busy public places. It’s necessary to erect barriers which may be needed to:

1. Keep the public from entering the work area.
2. Provide security to the existing properties (especially when dividing walls or fences are removed).
3. Provide security to the contractor’s equipment and the partly finished structure so that people can’t vandalise or steal equipment.
4. Reduce the amount of dust coming from the construction site.
5. Reduce the noise emanating from the construction work.
6. Create a more visually pleasing aspect than looking at a half-finished building.
7. Separate the construction workers from the public, who may feel intimidated walking past the workers.
8. Create a physical barrier to prevent the public from being injured by falling or flying objects, or by equipment running into them.
9. Prevent workers and their equipment spilling into the public space, causing obstructions.

When erecting hoardings and barricades it’s important to ensure that:

1. They are stable and can’t easily be knocked over by people, construction equipment, or when construction materials are leaned against them.
2. Where they are for security, that they cannot easily be broken through or dismantled.
3. Where it’s to prevent objects falling onto people, that it can withstand the impact force of such objects.
4. They don’t intrude into public spaces causing trip hazards or providing splinters or sharp protrusions which may injure people.
5. They won’t fall over in severe weather conditions.
6. They can be easily taken down when no longer required.
7. They don’t damage the existing finishes so these require extensive repairs.
8. Their aesthetics are suitable on the side exposed to the public, thus displaying a professional image of the project.
9. Where necessary, they keep dust and noise out.
10. That they are sufficiently robust so that they aren’t easily damaged by the weather or construction work, and that they will require minimal maintenance for the duration they’re required to be in place. Sometimes hoardings and barriers are used that quickly deteriorate and start looking worn, even no longer fulfilling the role they are supposed to fulfill.
11. ....Carry on Reading.....

​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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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'
'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
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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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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'
'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

​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
Please share this post
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'
'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

​Click on the link for A great read ​Although sobering.
A lesson for us all!

​Conclusion
If your construction project or company is losing money it's important to understand why, and then get to the underlying cause. Maybe you are losing money on wages and salary, but what is the real cause? It’s often not simply because there are too many people, and cutting staff may in fact exacerbate the problem. Sometimes there are even a number of reasons contributing to the problem so it’s important to uncover them all. Knowing the real reason the project or company is losing money enables you to rectify the problems.

Frequently it only takes small adjustments, or changing a few key people and the project can turn around. Unfortunately, some projects are doomed to make a loss – maybe they were priced badly, things didn’t go according to plan, or mistakes were made at the beginning. In these instances it's important to get the project finished as soon as possible while maintaining good quality and safety standards.

It’s easy to be depressed sometimes, but depression can be like a viral infection quickly spreading through the rest of the team, impacting morale and productivity. It’s important to keep the team’s morale up, to maintain good productivity. People don’t want to feel like they’re working for a losing team.

Construction companies will go through cycles of little work and scarce profits, but in these times good people, the right technology, good equipment and a good reputation are even more vital to the company’s survival.

It’s always vital to take a critical look at costs to see how we can reduce them, but we must do things for the right reason and not just for the sake of cutting costs. Don’t let your cost cutting measures cost you more than they are worth.
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What cost cutting measures has your company taken that have backfired?
Have you taken a critical look at your costs recently to see how they could be reduced?

​This article is adapted from information in the author’s popular books: 'Successful Construction Project Management: The Practical Guide' and 'Building a Successful Construction Company: The Practical Guide' and 'Construction Project Management: Tips and Insights'
'Construction Claims: A Short Guide for Contractors' is another of Paul's useful books.
Paul has recently published 'Construction Management: From Project Concept to completion'.
These books are available on Amazon and other online book stores.
Paul publishes articles regularly on LinkedIn and his website. 

Paul writes regular articles for other websites, gives lectures, mentors, and is available for podcasts and interviews.
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© 2018 This article is not to be reproduced for commercial purposes without written permission from the author.