Outside the construction industry, almost every business sector uses reliable data for decision making and has thus achieved higher quality and efficiency. Sure, the life cycle of a building, with all the people involved around it, is enormously complex. But we have finally arrived at the third decade of the 21st century and it's on us to move our industry towards digitalisation. 
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To gain advantage from new technologies, we have to say goodbye to analogue processes and old-school tools. The good news is that the building industry has already taken the first steps towards this big revolution with Building Information Modelling (BIM).

In the past few years, our software tools have evolved from 2D, the pencil on the screen, to a widely used 3D/BIM landscape. 

However, the most important thing when we talk about BIM, the process and cultural change, has been neglected for many years. But now, the misconception that BIM is the evolution of CAD has largely been dispelled, and the path of revolution in the construction industry towards collaboration and transparency is unstoppable. 

Companies across the industry are throwing old processes, business cases, contract models and silo mentality out the window to enter a new era of buildings, the era of BIM.

But what makes BIM so groundbreaking? 
Let me explain where we at bimspot see the enormous potential and how we understand BIM. In order to gain a broader perspective, let's first reduce Building Information Modelling to its three initial letters.

The "I" of BIM  
The "I" for information is the core concept of BIM, but is also the biggest problem area of CAD. The concept itself is tremendously different and that's why we should not see BIM as an evolution of CAD. Rather, it is a 180° change in the way of thinking about buildings. During a building’s life cycle, a large amount of various kinds of information accumulates, which must be exchanged, evaluated and reused by a high number of stakeholders. 

All this information, its geometrical nature, physical data or movement data from an already operated building can only be evaluated and validated in the overall context. The usual CAD planning processes cannot provide this overall context, because they are based on separate local systems of all participants and are only exchanged and validated at certain intervals. 

BIM, on the other hand, takes a completely new approach: all the information is entered in 3-dimensional digital models and constantly shared with all participants via the cloud. This allows a direct insight into the current status of the project, and, in contrast to conventional planning, does not have to be interpreted first, which requires lots of technical knowledge and experience. 

To sum up, the "I" gives us the possibility to gain a deeper understanding of the current status of the project, to evaluate it in the overall context of the building and to use it directly in your particular use cases. 

The good news is that there is already a pretty good but also complex data schema, called IFC, out there. IFC enables a software independent exchange of our data.

The "M" of BIM
However, in order to understand BIM holistically, it is necessary to look at the "M" in two different interpretations. In the classic definition of BIM, the M stands for "modelling", i.e. the process of generating the 3D BIM models. 

This refers primarily to the planning phase, in which the majority of models are created by planners. If we interpret the "M" for management, a much broader field opens up and explains why BIM managers are indispensable for those projects to ensure a proper and successful venture. 

We have already defined that BIM is mainly about information that is created in a modelling process. However, in order to generate data in a targeted manner and based on the needs of the project and its participants, a sophisticated management is necessary to activate the well-known potential behind BIM. 

As part of the process, we can expect highly valid and conceptualised data. This, in turn, will give us the optimal basis for decision making at any given phase of the project, thereby increasing quality and helping us safely reach our goals.
 
These changes in the planning, construction and operation of our buildings bring about a high degree of transparency and thus demand an enormous cultural shift; strictly separated partial services and contracts are to be replaced with joint, highly communicative ways of interdisciplinary cooperation. 

Each of us who takes part in these processes has dependencies on other involved stakeholders. This transparency and cooperation creates a win-win situation.
 
The "B" of BIM
Last but not least, we have to illuminate the "B" around the scope of this method. We are no longer talking about the keywords planning, construction and operation of a building or the medium "drawing" as in CAD. 
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We are always talking about the entire building, regardless of project phases or the phase in the life cycle. Each operation in our buildings therefore refers to the one true data source, the BIM model, the living result of the process behind it. 

We must now give free rein to our creativity as to what applications we can use it for, whether it is precise prefabrication, predictive building maintenance, building evaluations or even just the coordination of building specifications in the planning stage. 
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The holistic view on the digital twin gives us contextualised data with which we can make our decisions based on reliable data, decisions that will affect our buildings and thus all of us.

In summary, we can therefore conclude that BIM primarily means a process change triggered by the further development of our planning software. However, by changing the process over the entire life cycle of a building, which BIM requires, we can speak of a revolution. 
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This is more powerful than the change to CAD and enables us to better understand the complex interdependencies in a building and thus increase our quality. Let us continue to develop the exciting field of BIM together and build a better and more sustainable environment.

​A construction company’s reputation is important. Contractors often rely on a good reputation to find their next projects. Indeed a poor reputation may preclude a construction company getting a project. If a construction company doesn’t have a good reputation they won’t be invited to price projects. Even when they do have the opportunity to price a project the client might disregard the company’s price, even when it’s the lowest, rather paying more to employ a contractor without a tarnished reputation.

A good reputation is essential to procuring additional work. 

What makes a good reputation?

• Delivering quality work which meets the project requirements, standards and specifications and which is aesthetically pleasing.
• Completing construction projects on time. Clients will often pay a premium to ensure that their project is completed on schedule. A contractor’s reputation depends on them delivering construction projects on time.
• Minimal fuss. Problems take time and money to fix. Problem contractors take time and effort to manage. Clients prefer contractors who get on and do the work, completing the construction project efficiently and professionally. They want contractors that take action to prevent problems from occurring, that solve problems and that don’t create unnecessary problems. Who can blame them? We all want minimal fuss and problems in our lives.
• A good safety record. Construction accidents cost money, they cause delays, create paperwork and need to be investigated, and they may result in the construction project being shut down by the authorities. Clients hate additional work created by poor safety and accidents. But accidents, injury and death also creates bad publicity. Clients hate bad publicity. In fact, many client’s senior management are paid performance bonuses which depend on the safety record on their projects. A poor safety record will negatively impact their bonuses, so some client managers definitely avoid employing contractors with a poor safety record.
• Good people. Good people includes people who are diligent, that are hardworking, that take pride in their work and that have the skills and knowledge to deliver a quality project. Some clients even award projects to companies on condition that certain people or teams are used on their construction project – people that the client knows are reliable. Clients don’t want troublesome people on their projects, workers that may behave badly and disturb the neighbours and cause problems on the construction project with other contractors, the client’s employees or the general public.
• When the client believes that they are getting value for money. Nobody wants to think that they’re being ripped-off. No one wants to think that their contractor is taking advantage of them, charging them too much or stealing from them. Unfortunately some contractors have a reputation for submitting spurious and inflated variation claims which they aren’t entitled to claim.
• Helpful and knowledgeable employees that add value to the project. 
• Responsiveness. Returning the client's phone calls, providing information when required, and fixing defects when they are detected.
• Professionalism. A professional team, including suppliers and subcontractors. An orderly construction project with minimal waste and disruption.
• Taking responsibility. Responsibility for workers, subcontractors, suppliers. Taking responsibility for mistakes.

However, this does not mean that contractors should do work for free, nor does it mean that contractors should not stand up to the client when the client is wrong. But, in doing so contractors must clearly explain why there's a variation claim, or why a problem is due to the client's team and not the fault of the contractor.

A good reputation does not come easily and can take contractors time to build. But good reputations are easily ruined by one poor project or one bad employee. It's essential that the contractor's team understand how important a good reputation is.

A successful project with a happy client is an advertisement that will often reap more benefits for a construction company than money spent on advertising. A bad project and a poor reputation can quickly undo all your advertising.

Rushed or poor planning at the start of a construction project often results in problems later in the construction project. Good planning helps reduce costs, avoid mistakes, and even reduces the construction time.

​Please like, share and comment.
This article is from information in the author's book: 'Successful Construction Project Management, The Practical guide'. Find out more about this book

​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 generates huge amounts of construction rubbish. The cost of disposing of construction rubbish includes the cost of loading it, transport to the dump, as well as the tip fees. These costs can be huge on the average construction project.

In an effort to reduce these costs some contractors resort to dumping the rubbish illegally on vacant lots, which could result in monetary fines and bad publicity, as well as incurring the costs to clean up the mess when they’re reported to the authorities. This is environmentally insensitive – would you want some contractor dumping construction waste in your neighbourhood, would you want your rates and taxes used to clean up someone else’s rubbish? Anyway, some construction waste is dangerous. Asbestos could blow into neighbouring properties, kids could be cut on broken glass and ceramic tiles, and farm animals could choke and die from ingesting plastic, all of which could lead to legal action against the offending contractor.

Other contractors choose to bury construction rubbish on the project site. This is also illegal and will upset clients should they uncover the rubble while they’re landscaping their property or building other structures. Indeed they’re entitled to call the offending contractor back to clean up the mess, or they could deduct the clean-up costs from the contractor’s retainage money or their bonds.

Some rubbish, such as paints, oils, and asbestos, must be disposed of correctly in special locations. Mixing these materials with the general waste on the project will contaminate all the rubbish, requiring all the material that is now contaminated to be disposed in special locations at additional costs.

Construction waste could include packaging from construction materials (including cans, plastic, pallets, timber, strappings and polystyrene), damaged materials which can’t be used, defective work that had to be demolished, broken materials, offcuts, excess materials, materials which were mixed and went hard before they could be used, vegetation which was stripped from the project site, topsoil, unsuitable ground and rock, excess ground from excavations, rubble from existing structures which had to be demolished, as well as the usual trash from workers, such as food wrappers, cans and more.

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• Separating recyclable materials (sometimes scrap steel can even be sold to generate additional income).
• Shredding and chipping vegetation to use as mulch in the landscaping.
• Ensuring that the correct quantities of materials are ordered so there’s no waste.
• Reducing the breakages of materials during handling and installation.
• Ensuring that good quality is achieved and mistakes aren’t made so that work doesn’t have to be broken down and rebuilt.
• Ordering materials in the right sizes to limit wasted offcuts (or plan cutting to reduce offcuts which can’t be used).
• Ensuring that good materials don’t become contaminated with rubbish (every time a pile of rubbish is moved on projects invariably dirt becomes added to the mixture creating more rubbish to be gotten rid of).
• In some cases, where there are lots of demolitions it may be possible to crush the building rubble and use it as fill material behind walls, under floor slabs and in roads (with the design engineer’s permission).
• Stockpiling topsoil to be used for landscaping at the end of the project. Indeed topsoil is often a valuable commodity if it’s uncontaminated. If advertised it might even be sold, or at the least, it will be collected free of charge by someone needing topsoil.
• Seeing if there are other construction projects in the area that could use the excess ground generated from your excavations.
• Only mix a sufficient quantity of material which can be used in the time before the material becomes hard.
• Storing materials properly so they aren’t damaged by wind, rain, heat or construction equipment.
• Some suppliers may be willing to take back some of their packaging, especially reusable pallets.
• Some products like timber may be useful for charitable organisations. Even advertising leftover products for free may get the neighbours taking them off your hands. Of course, always ensure the products aren’t contaminated and don’t have nails or screws sticking out that could injure somebody.

Always designate specific areas for construction rubbish and ensure that papers don’t blow around the site or into neighbours’ properties or block drains. Check that subcontractor clear their construction rubbish. Get everyone on your project onboard to eliminate unnecessary waste.
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Have a look in your project’s skip waste bins and rubbish piles. You might be shocked at what you see. There could be several hundred dollars of good materials and equipment being thrown away. Consider how you could reduce the amount of waste. How can you save money on your project and improve the environment by managing the waste on your construction project better?

How much trash will your project send to the dump?

This article was first published on the ClockShark website. 

Please like, comment and share this post.

​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.

​Building Information Modeling is the process by which the AEC industry is accommodating a digital revolution for its different stakeholders. Advancements of BIM services have brought about effective collaboration throughout the entire project lifecycle, leaving behind the traditional communication method for a more improvised and channelled communication online.
 
When we talk about effective project management while a construction project is undertaken, it is BIM technology in current times which is bringing about the effective changes. Some noteworthy aspects to be considered are:

1. Analysis and Decision making: BIM makes available different 3D visualization and analysis to designers and engineers, thereby empowering with better decision making abilities. BIM has created a way to bring about feasible yet beneficial solutions to any/every problem that arises like changing materials, orientation, energy consumption details etc. 
2. QTO: Different project teams and managers are assisted by the Quantity-Take-Off (QTO) made available through the BIM Model. Such data helps them to revise their decisions throughout the entire lifecycle of the project and submit an effective alternative at any time. This is achieved by the estimations which arise when different BIM models and databases are integrated.
3. Constructability: The BIM process used in the construction industry allows easy monitoring of construction projects and also facilitates quick reviewing of constructability of a property or project.
4. 4D BIM/Time: Having 4-dimensional BIM services for general contractors and engineers, they can evaluate and analyse the entire progress of the project and thereby gauge different phases a project might have and then appropriately forecast the results of their decision and bring about modifications.
5. 5D BIM/Cost: Under 5-dimensional the stakeholders bring about the pertinent cost evaluation of the entire project and then find the lowest possible cost solutions befitting every party involved.
6. Clash Detection: One of the major challenges that different disciplines face is the inconsistencies or clashes which crop up among different geometrical designs of these disciplines. Such a thing occurs due to overlap between varied design plans or their feasibility with the overall project; such discrepancies are resolved by involving BIM technology. With these different models/plans like Plumbing BIM, Electrical BIM etc. are bought at a shared space like cloud and resolved by modifying inferences as and when they arise. 

So with this, we can conclude that the BIM project management solution got every party like managers, designers, contractors etc. under one umbrella by integrating their functionalities bringing about a win-win situation for everyone. Having information sharing an integrated intelligent model arises which facilitates the entire project lifecycle, bringing about the success in the Project Delivery Plan too.
 
About the blog sponsor/Author:
ASC Technology Solutions ASC Technology Solutions is a leading BIM outsourcing company in India. They cater to the Architecture, Engineering, and Construction Industry.
Website URL: www.asctechno.com 
Please like share or comment

​​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.

Submitting a variation claim is not a dispute. A dispute arises when the contractor and the client cannot agree that the variation claim is legitimate, or they cannot agree the quantum of the claim. 

Disputes also arises when one of the parties believes that the other party has acted unfairly or they have been prejudiced in some way. 

Disputes are bad because:

• They are time consuming
• They often involve lawyers so they are expensive. Read this case: $3.6M in attorney fees atop $600K suit. Here a subcontractor launched a claim for $3 million against the contractor. The subcontractor has so far paid lawyers $4 million to pursue the claim while the contractor has spent $5 million defending the claim over 13 years. With appeals still to come the fees on both sides are likely to escalate further.
• They can be lengthy to resolve – often months and even years and frequently resolution is after the project is complete. See this article where a claim for $37 million has dragged on since 2005 and in 2020 the courts made a determination which will probably still be appealed. The original contract was signed in 1999.
• They damage relationships between client and contractor.
• As long as a variation is in dispute the contractor isn’t paid and the client could even impose penalties on the contractor for late completion.
• They often disrupt the project.
• They may end badly for the contractor.

To avoid disputes:

• Seek expert advice when necessary.
• Understand if what you are fighting for is worth the risk, effort and cost.
• Keep emotions out of your decisions.
• Keep your management informed.
• Do not fight the unwinnable.

Sometimes declaring a dispute is unavoidable. The client is plain dishonest or thinks that you will give in.

But disputes can be avoided if:

• Your variation claims are clear, fair and right.
• You have kept accurate project documentation.
• You are willing to engage and negotiate with the client.
• You try the cup of coffee approach.
• You ask for expert help when necessary.
• If the client’s responsible person is unprepared to budge you may be able to meet with their manager or even talk to the client directly.
• It may be possible to come up with other solutions to help the client.

When disputes are unavoidable the contract document could dictate the procedure to follow. The document will normally also stipulate the country where disputes should be resolved and the law to be followed.

Make sure you understand these procedures before declaring a dispute.
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Litigation under foreign law and in another country can be vary complicated and costly.

​"All 120 projects I’ve been involved with included Variation Claims – some for millions of dollars. Some projects doubled in value! Yet, 99% of claims were settled amicably and most of what we claimed was approved. More importantly we completed further projects with these clients.” Paul Netscher.

Construction Claims: A Short Guide for Contractors, written by Paul Netscher is an easy to read simplified guide that gives an overview to construction claims.
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"An excellent, concise and very practical guide to successful claims process. This is a no nonsense approach that gets on with it. Packed full of valuable advice for both sides - contractor and employer. 'Short' in the title should not be mistaken for lack of valuable content - this is a cracking book. I also have the authors other books which are equally good. Highly recommended." (Reader Amazon UK) *****
"Objective with very clear text, demonstrating full knowledge of the reality during construction's works." (Reader Amazon.com) *****

Covid-19 has disrupted construction project around the World. The go to for many contractors is to lodge a Force Majeure claim for the delays they have suffered. This might not be the best clause to claim your delay under and you could consider the clause of changed legislation where the government or state has shut work sites down.
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This useful article from Batch Mewing Lawyers ​Force Majeure In Construction Contracts: Tips And Traps provides more information on Force Majeure and whether your project is entitled to claim for delays caused by Force Majeure.

​It's vital that you get your delay claim correct.

​"All 120 projects I’ve been involved with included Variation Claims – some for millions of dollars. Some projects doubled in value! Yet, 99% of claims were settled amicably and most of what we claimed was approved. More importantly we completed further projects with these clients.” Paul Netscher.

Construction Claims: A Short Guide for Contractors, written by Paul Netscher is an easy to read simplified guide that gives an overview to construction claims.
​
"An excellent, concise and very practical guide to successful claims process. This is a no nonsense approach that gets on with it. Packed full of valuable advice for both sides - contractor and employer. 'Short' in the title should not be mistaken for lack of valuable content - this is a cracking book. I also have the authors other books which are equally good. Highly recommended." (Reader Amazon UK) *****

Every construction project has a conflict. There’s conflict amongst workers within the teams, conflict between supervisors, conflict within the contractor’s management team, conflict with suppliers and subcontractors, conflict between subcontractors, and conflict between the client’s team and the contractor’s team.
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A construction project is a melting pot of egos, personalities, and cultures. It’s a stressed environment with everyone trying to do the best for themselves and their company, while getting the job completed as quickly as possible, often in difficult circumstances while working long hours.

Sometimes you can’t avoid conflict on construction projects. You have to stand up to the client when they’re being unfair to your company and demanding things which aren’t in the contract document. You have to take a stand when people in your crew aren’t obeying company or project rules.

You have to be tough on suppliers and subcontractors who aren’t delivering. But this must be done without yelling and swearing (regrettably I was often guilty of this). It’s important to explain why you’re unhappy and what’s unacceptable.
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Of course, there will always be some that make you angry. Some will be blocking access. Mistakes will be made. The wrong materials will be used, or materials you ordered for a task will go missing or have been wasted elsewhere on the project.

Equipment will be damaged. Some will unfairly hog equipment, like cranes, so that your tasks are kept waiting. It’s good to be so passionate about the work that you care when others are impeding you. But, don’t fly into a rage. Understand that often others are also passionate about getting their work done. Others on the project are also stressed.

Often, they aren’t even aware of the impact their actions are having on your work or the project. Explain logically what the problem is and more importantly how the problem should be resolved.

Sure, you can show your displeasure and tell the person what impact their actions are having on your works so that the situation should be avoided in the future. But you also need to understand that completing the project is a team effort and the project isn’t complete until all sections of work are complete.

Unquestionably, there will always be some incompetent managers and supervisors, there will be some idiots on the project, some managers and client’s representatives will be irritating with poor knowledge and little experience. Construction is like that. There are many who shouldn’t hold the position that they do, but you have to learn to work around them. If need help them.

Tripping them up is seldom going to benefit you other than the short-term satisfaction it may provide. Obviously, never be so assured in your knowledge and self-esteem that you aren’t prepared to listen to the other person. None of us are so perfect that we can’t learn something new, or a new method of doing things.

Sometimes even young and inexperienced managers may see things differently and come up with an innovative solution you hadn’t considered before, so first think before you raise an objection or flat-out no. Even idiots can sometimes surprise!

There will be times when others will be unhappy with you – rightly or wrongly. They may yell and swear at you. Of course, you won’t like that, but that’s no reason to yell and cuss back. Rather stay calm. If you did something wrong admit it and apologise – that will soon diffuse the situation and in most cases the other person will forget that anything happened and move on.
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Arguing something where you’re wrong will invariably escalate the situation making it worse. Certainly, if the other person is wrong then tell them why they’re wrong. Be prepared to argue your case in a clear logical manner without becoming emotional or personal about it – even if the other person is throwing personal insults. Sometimes arguments are over stupid small things. Consider if it’s really worth your time and effort to argue some silly point or misdemeanour. Some arguments are best walked away from.
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Sometimes though problems can’t be rationally resolved, the other person is never going to understand your point of view. In these cases, it may be necessary to involve a third party to settle the dispute.

On occasion, there may be some in your crew fighting and arguing. This is disruptive and can jeopardise safety and productivity. It’s important to have a harmonious team and to step-in and quickly resolve the dispute. Listen to each person’s arguments and then logically explain who is right and who is wrong. Sometimes both might be wrong.

Unfortunately, from time to time we get troublemakers in our team, or maybe just somebody that’s obnoxious and gets people’s backs up. If the person is unable to change their behaviour they may have to be moved elsewhere, possibly have their employment terminated.

There will also sometimes be clashes of personality, someone does not see eye to eye with another. It’s important to understand why there’s a problem. If it’s because of racial, ethnic or any form of discrimination it’s important to stamp it out immediately, and the person being discriminatory should be warned to discontinue the behaviour or disciplinary action will be taken. If it’s simply a clash of personalities and neither party is prepared to back down then one of the workers may have to be transferred to another crew. But always try and talk through the problem with the two people.
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Talk to others in the crew to check that there isn’t another underlying cause that you’ve missed, a matter that could perhaps arise later in another form. Sure, sometimes it might seem like you’re a policeman, a psychologist, a judge, jury, and even sometimes like a parent, but unfortunately being a project manager, construction supervisor or foreman is all of these and more.

Of course, always make sure that you aren’t the cause of conflict on construction projects. Ensure that you aren’t taking your stress, frustration, and overwork out on others. Ensure that you aren’t hindering others from doing their job. Make sure that you aren’t being unduly difficult or unreasonable. It takes two people for there to be conflict.

Is there conflict on your project?

This article was first published on the ClockShark website. 

Please like, comment and share this post.

​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.

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.
​
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.
​
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?
​
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.
​
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

​Please like and share.

​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.

Please like and share.

​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