​Damaging utility lines (gas, electrical, water and fibre optic cables) can be dangerous when it involves gas and electricity and it’s expensive to repair broken lines. In addition, it often disrupts the construction project while repairs are carried out, possibly resulting in delays. Damaging utility lines may also disrupt services to the client and the neighbours. What a fine way to start a construction project – upsetting the neighbours and the client at the project start because construction work cut their power or water.

It’s imperative to locate all the existing utility lines and clearly mark them, then ensure that all workers are aware of their presence. Unfortunately on several of my construction projects, even though the location of utility lines were known, workers were careless and still managed to damage them.
​
Workers must take care when working near these cables and pipes, even excavating by hand close to services. If there’s any concerns that the pipe or cable has been damaged they should immediately notify you. Sometimes a cable or pipe is only slightly damaged and the problem isn’t reported or detected. These damages only become apparent after work has happened over the lines, possibly concrete slabs have been poured over the area, even complete buildings have been finished. Damaged cables may eventually blow when the ground is wet, or water from a leaking pipe may finally become visible on the surface. Finding the problem at this stage is difficult and expensive, involving digging up the completed work to get to the problem.

​Overhead electrical cables are dangerous, and care must be taken that equipment doesn’t come in contact with the cables. In a recent accident in Australia one person was killed and two injured when a crane came in contact with power cables. Even steel items coming within two metres of a live high voltage electrical cable can cause a flash over of electrical current, which will damage equipment and cause serious injury to operators or workers. Workers carrying long metal items (such as aluminium ladders or reinforcing steel) shouldn’t come in contact with overhead cables. Low overhead cables should have a marker line at least a metre below it to highlight and protect the cable. Where possible the authorities should lift or move overhead cables which obstruct or restrict construction work.

Regrettably, even newly installed utility pipes and cables on the project are often damaged by workers who are digging or drilling in the vicinity and haven’t been informed of the cables and pipes.
​
I’m sure most of us have had water pipes and power cables damaged on our construction projects. What’s been the worst result?

​Do you want to learn more construction management tips and advice - read 'The Successful Construction Supervisor and Foreman'. 
This is what one reader said: "I have read this book and I found many practical lessons for those interested in construction Projects. I strongly recommend it to Project Managers, Construction Managers, Senior and young Engineers. They will avoid many mistakes that I have done unfortunately during my career on many construction sites. Good lecture and many thanks to the Author".
© 2019 This article is not to be reproduced for commercial purposes without written permission from the author.

Recently the sports world was rocked by the death of a young former football star who died from heatstroke. See the reports from the BBC and CBS news.

World temperatures are rising and recently parts of Europe and the USA have experienced some of the hottest recorded temperatures. This last summer Australia also experienced record breaking temperatures.

So what can we do about heatstroke? Well this report from the BBC tells us more about the effects of heat on the body.

Those in construction are at particular risk of suffering heat related illnesses since they are often expected to do hard physical tasks for long hours, often out in the open.

​It's important that everyone on your construction project is aware of the risks that high temperatures pose. Everyone must be aware of the early symptoms of heat exhaustion so they can take quick corrective action before the situation deteriorates to full heatstroke. There should always be an adequate supply of cool fresh drinking water and workers must be encouraged to drink lots of water. Workers must be allowed to take frequent rest breaks in a cool environment. Where possible try and start work earlier when the day is still cool. Possibly schedule some tasks for the night - particularly pouring concrete. Rotate workers so that one worker isn't working on a strenuous task all day.

Be aware that people on medication, those taking drugs or consuming excess alcohol and caffeine may be more susceptible to suffering the ill effects of high temperature. Those use to working in more moderate and cooler climates are also not as use to working in hot conditions as others may be who have become acclimatised to these conditions, so it's important to understand that people will be impacted differently by the heat. 

High temperatures will impact productivity, but the construction schedule should not endanger people's lives. Extreme temperatures above the norm may be reason to lodge a variation claim with the client.

Of course heat doesn’t also impact people’s lives it can impact concrete and other products. Concrete, mortar, adhesives and paints will all dry out rapidly, which could lead to problems with finishing the work as well as cracking and other problems.

Take adequate precautions to ensure that heat doesn't endanger safety or impact quality on your construction project. Working in a cool office may insulate you from the severe heat while others on the project have to deal with the full impacts of the hot temperatures.

How will your construction project deal with the high temperatures?
© 2019 This article is not to be reproduced for commercial purposes without written permission from the author.

Do you want to learn more construction management tips and advice - read 'The Successful Construction Supervisor and Foreman'.
This is what one reader said: "I have read this book and I found many practical lessons for those interested in construction Projects. I strongly recommend it to Project Managers, Construction Managers, Senior and young Engineers. They will avoid many mistakes that I have done unfortunately during my career on many construction sites. Good lecture and many thanks to the Author".

​The potential for major consequence in projects doesn’t get much riskier than a construction project, where there is a fine line between minor/moderate consequences and major/catastrophic consequences. Arguably, the most important part of construction management is the risk assessment, as keeping the company, your staff, surrounding bystanders, stakeholders and you safe is pivotal in achieving a successful construction project. 
 
The question that should always be asked before construction proceeds is: “What are the risks?”. The answer to this question changes with every construction project, as different problems arise all the time, and problems you may have experienced on some construction projects may not appear for other projects, while other risks which weren’t previously a problem become potential hazards now. So, what are some of the risks you need to look out for? Continue reading and I will instil some risk assessment wisdom upon you with this short list. 

• ​Natural Hazards- This is something that can occur at any location, any time and to anyone. It may seem easy to diagnose certain hazards such as the potential for earthquakes for a project in Los Angeles near the San Andreas fault line or building in Florida where there is an increased risk of hurricanes and floods, however, there are certain natural hazards that aren’t always obvious because they aren’t visible. Take this article by the BBC as an example, it talks about how sinkholes are proving to be deadly in Florida, especially as they are so unexpected. This is something that could be easily avoided through an underground GPR survey to make sure you are better safe than sorry. 

• Financial Risks- You must be sure that everything has been taken into account in terms of budgeting and cost control, this includes; capital items, expenses, consumables, accommodation and of course, resourcing. There are different costs within these criteria too (Direct, Indirect, Fixed and Variable costs), so after you’ve run a risk assessment for your budget, it’s crucial you have a contingency budget/plan for if any of the risks you’ve identified occur. The identified risks could range from the rate of inflation changing, or a lack of funding from external bodies.

 

• Performance Risks- There are a few different performance risks that could occur, however, these risks all whittle down to “how productive is the project?” This includes both Labour and Equipment productivity, as well as how conduct at work and within the project is affecting your productivity. Whilst productive labour is fairly self-explanatory, the productivity of construction equipment is a bit more complicated. For example, how do you know if the project’s materials are truly sustainable for both the structure and the environment? The only way to know is to research before you buy.

 

• Security Risks- The definition of security is: “protection, or a condition of safety, from hostile, aggressive or unwanted situations, events or forces”. It is important to note the unwanted part of this sentence as many people just lump security into being physically safe. Whilst this is a big part of it, we must also look at the cyber aspect of security, as the ever-growing world of technology makes these risks more dangerous than ever. My personal advice for assessing security risks is to never overlook cyber security as it could turn the whole company on its head overnight and you never know what hackers are capable of.

 

• Political & Legal- These are the types of risks that don’t intrinsically jeopardize anyone physically, however, the impact can still be as ground shaking to construction projects if these risks are not accounted for. For example, you need to make sure you are following environmental procedures and have a sustainable construction project. This could result in various legal ramifications you are not following the law regarding these regulations. Politically, you need to make sure your staff are happy, as anything that could potentially rock the boat could also result in strikes and work stoppages, or even worse, public disorder.

 
If I was to list every single construction project risk you need to look out for, this would be a long list. However, hopefully this post helps open some eyes to the plethora of problems that can arise in construction projects so that you can be prepared for some of these issues if they were to crop up.
 
BIO: Kevin Banks is the director of KB GPR surveys. He has many years’ experience in the GPR sector, and his staff come from a range of backgrounds, so they can deliver a unique service which is efficient, cost effective and accurate.

I'm sure you all have examples of construction projects which have cost a fortune and now lie unused and un-maintained.  The World is littered with mega failed construction projects which often were built for political gains or to satisfy egos. The wrong project built in the wrong place. Projects that cost the public a huge amount of money and now there's no money to maintain the new facility. Money that could have been better spent elsewhere. Classic examples of poor project management.
Read this ABC News story about a $120 million airport that is empty most days of the week and a $500 highway to nowhere. Million dollar gambles with public money which may never payoff. Infrastructure which cannot be maintained.

The number of extreme heat days will rocket across the US, according to a new climate change report which predicts hundreds of cities experiencing month-long temperatures above 100F (38C) by 2050.
Roughly 80% of Americans live in cities, equating to around 262 million people. Cities are almost always hotter than the surrounding rural areas, thanks to the urban heat island effect.
These heat islands are caused by numerous factors, such as trapped waste heat, concrete structures and pavements absorbing the sun and tall buildings blocking the wind.
All of these components contribute to air temperatures in cities that can be up to 22F hotter than neighbouring regions with less urban development.
A warming planetary climate means temperatures in heat island areas will continue to rise, with desert states such as Texas, Nevada and Arizona particularly affected.

Read how city planners, architects and construction engineers are helping make cities cooler in this article from the BBC

Interested in learning more about project management and how your projects can be more sustainable? 'Construction Management From Project Concept to Completion' takes you through all the phases of construction projects from the concept and planning phase ensuring you build the right project in the right place. A project that will yield the best results through the life of the project.

Even building the right house in the right place can radically reduce your energy costs and make for a more pleasant home for you and your family. For design ideas for your new home read 'An Introduction to building and Renovating Houses Volume 2 Finding Your Ideal Property and Designing Your Dream Home'

There has been an "unacceptable" lack of accountability over the delays to Crossrail, a report has said.
Crossrail, Europe's biggest infrastructure project, had been due to open in December 2018, but will not now open fully until 2020 at the earliest.
Three emergency cash injections have seen the cost of the route rise from £14.8bn to £17.6bn.
The Department for Transport (DfT) said it "absolutely rejects" claims there was insufficient oversight.
Both the DfT and Transport for London (TfL) are joint sponsors of the project, which is run through an "arms-length" body, Crossrail Ltd.
Read further the BBC's report
and
Also from the BBC 
London's Crossrail project will probably go even further over budget, according to a report by MPs.
Commuters have been "let down" by a programme that is well behind schedule, the Public Accounts Committee said.
MPs said they were "sceptical" about the Department for Transport's "ability to oversee major rail projects".​
Crossrail in numbers

• £14.8bn expected cost in 2010
  
• £17.6bn expected cost as of 2019
  

• December 2018 Original scheduled launch
  
• March 2021 Current expected completion, without Bond Street
  
• 15,000 people have worked on Crossrail
  
• 60 miles Distance of the line from Reading to Heathrow
  

​This construction project management book is essential reading for project owners and project managers who are planning construction projects which will save time and money and ensure that the project satisfies all the owner’s requirements with minimal fuss.

When a design error leads to the collapse or serious damage of a structure construction companies face the wrath of the public as well as possible legal action. Inevitably there will be damage to the contractor’s reputation.

Construction projects completed on time and under budget aren’t unheard of, but they’re often the exception rather than the rule. According to an Economist feature story, America’s construction productivity halved in the last 50 years — being the worst-performing industry. Home to some of the world’s largest construction firms the U.S. is a construction powerhouse second only to China, but regrettably still an industry with a disturbing over-reliance on labour when technology should be playing a bigger part.

But this is only part of the problem. Construction projects are often beset by poor quality, unsafe worksites and design faults.

There are several reasons for these issues, and one of them is the slow adoption of technology. Construction project managers are tackling evolving infrastructure demands, often an increase in paperwork, a shrinking skills pool, new methods and technology, cost pressures and more demanding clients. Regrettably when contractors employ technology and new systems to help them they often select technology based on price or which supplier gave the best demonstration, even when the technology or system isn’t necessarily the best fit for the company, client or project. Another issue is that contractors are notoriously bad at training their employees on how to operate and employ new technology and systems. Then, when there are failures the technology is blamed and is abandoned, often at enormous wasted expense. Contractors and clients are often wary of introducing new technology and systems to their construction projects based on their previous bad experiences, as well the high cost of setting up some of the technology. In the end the overall benefits of many new technologies aren’t seen on construction projects.
In this era the new generation of workers have literally been born with a smart phone or device in their hands. It’s an everyday tool in all parts of their life. Yet, when they enter the construction industry they often find that many of the systems they are expected to use are paper based. For a technology influenced generation entering construction may seem like a technology desert, so many millennials leave the industry to work in more tech-advanced fields. This contributes to labour shortages in the construction industry making it harder for construction companies to operate.

In the history of construction project failures some of the most persistent failures come from the most obvious causes. The construction industry seems slow to learn from mistakes and to implement strategies to prevent them from reoccurring.

Below are some of the more common construction problems:

Unclear design specifications create problems at a jobsite. Clients don’t always adequately articulate project requirements and outcomes so that contractors and owners can have the same expectations and work to a common goal through the project until project closeout.

Contractors, designers and the client working together from the start of the project helps minimise issues and ensures a successful project though the full lifecycle of the project.

The latest investigation by the U.S. Department of Labor’s Occupational Safety and Health Administration attributed the collapse of the Florida University pedestrian bridge to faulty structural design. As cracks formed on the concrete truss, they weren’t regarded as safety concerns by the engineer on record. Upon investigation, it was found that the truss was a non-redundant structure whose diagonal members needed to be secured since the risk of a collapse would be high if even one member failed.

Some other common design errors include:

• Miscalculating cross section of structural members

The value of structural elements can be miscalculated or miswritten by an engineer. Even if one value is incorrectly entered it can add up to a big calculation error that’ll be irreparable if unnoticed during construction.

• Miscalculating reinforcement amounts in concrete members
• Failing to maintain the completed structures

Over time, materials can develop metal fatigue when subjected to repeated or fluctuating stress. They deteriorate through normal wear and tear and extended use and when unchecked cracks can form. Even a small extra force can cause a structure to come crashing down.

Prevention tactic: Critically evaluate design specs with designers/architects by double-checking values of structural elements and adopting appropriate building standards. A good review of each installation will ensure the structure has been designed correctly. Appoint professionals to oversee each installation.

Construction plans outline project specifics that go beyond just laying out work breakdown structures. Essential components include:

• Risk assessment reports
• Risk management strategy
• Site-specific safety plans
• Contingency plans
• Site logistics
• Delivery schedule of materials and equipment

​Prevention tactic: Most construction plans lack adequate information when unexpected problems occur. While planning the development of a building construction managers need to work closely with safety managers, risk analysts, and all contractors to document a contingency management strategy.

Do you want to learn more construction tips and insights? Ensure your project is a success. Read 'Construction Management From Project Concept to Completion' available from Amazon and other bookstores.

​Overview
Big Data since its emergence in the construction industry has brought significant changes from safety to productivity. Areas of the construction industry where Big Data can be useful include resource tracking and management, improving the decision-making processes, budgeting and costing, and reducing project risks. The construction industry is known for waste, poor productivity and rework. Yet the industry has been slow to embrace new technology.

Big data has given a positive impact to the construction industry and reduced the cost of waste and remedial work, thus boosting the profit margins of construction companies. Many companies are trying to change their business model to adopt big data technology.

The earlier scenario of the construction industry storing data was complicated as everything stored was on paper and filed once the project was completed. Construction now has a surplus of data but lacks a good tool and algorithms to process the data properly. Big data as the name suggests uses the large amount of data and analyzes and implements it in the right manner.

Technology such as drones, wearables, smartphone sensors on job site, and GPS systems are evolving in construction with collaboration of Big Data Analytics, which can store data easily and can access it from anywhere. When big data is merged with machine learning systems the future outcome can result in competitive advantages to the construction industry as data collected can be processed and analyzed for future estimation and bidding.

Data collected such as tracking data of workers through smart technologies, tracking of material and equipment through sensors, etc. must be captured in a structured way to make the data easily analyzed by right systems.
​
Data is collected from an internal and external source such as labor hours, material used, daily production, operational data, and more. BIM Clash Detection Services data is collected and construction data for scheduling task and logistics data. 

Big Data in the construction industry has brought some changes that aid in the overall productivity of the construction process.

It enhances productivity: - Big Data aids in improving productivity in the process of construction projects. To make the job site more effective, wasted time in moving materials, people and equipment around the project site can be reduced. Technologies such as drones and wearable devices can be used here along with big data to track the materials or things that are moving about the construction site. Workers can be tracked and supervised through technology and this data can be beneficial to reorganize the site to make tools and materials more accessible to them. It will ultimately help the workers to perform their tasks better. As productivity is increased risk is reduced and construction companies can maximize their ROI on the project.

Creates effective Budget estimates: - Construction companies can leverage the major benefit provided by Big Data to improve planning of material, process flow, software to be used, etc. With data captured on the allocation of resources, construction processes and safety measures it can help to save construction costs and enable contractors to have a better idea about the costs to be used and the schedule of tasks performed. 5D BIM Services helps construction companies calculate the budget estimates on the material used, workers and their safety measures and more.

Safety Management: - Safety on the job site is of the utmost concern for construction companies where Big Data is helping them to improve their best work practices. Once data is adequately collected and analyzed it can reduce the risk of accidents. It helps the implementation of changes to ensure safety risk is minimal for all workers. Software that the construction companies use here must be chosen carefully as it helps to monitor the workplace environments, materials, equipment, etc. that may lead to risk.

Reduces project risks: - Some variables such as weather conditions, material quality, communication among the workers, etc. used by the construction companies can often be out of the control of managers and workers. Construction companies can simulate project risk and mitigate them before construction work begins. It can lead to reducing the chances of having accidents and injuries on the job site.

Make better decisions: - Big Data Analytics often help construction companies to improve business decisions. Collecting the correct data and the right people can transform and give better insights into construction projects. Through data, construction companies can be more informed allowing for quicker decisions. Big Data also helps in project management software.

Make everyone stay connected: - All the construction trades can stay connected all the time through technologies and can access data from it and update real-time projects any time. Virtual meetings conducted between construction trades helps them to communicate easily and at any time.

Conclusion
Big Data Analytics will become an important tool in the construction industry in the coming years as it helps companies capture, collect, and analyze data in a more structured manner, so that all the construction professionals involved in any project can plan the process, safety measures of their workers, material allocation to eliminate wastage, and ensure communication with team members at any time and update real-time data of the project in the software used. It helps to make better and quicker decisions along with reducing the project risk that can delay construction work.
​
Author Bio
Vishakha Jadav is a Content Writer & editor at Tesla Outsourcing Services. She has a knack for writing about construction news, technology trends, and numerous services. Tesla is a BIM & CAD Outsourcing Company that works with clients globally to cater to them with reliable BIM Services, CAD Services, Point Cloud to BIM Services & 3D Rendering Services.

Want to read more construction management tips and insights? Read 'Construction Project Management: Tips and Insights' by Paul Netscher

Construction companies regularly go from times of too much work to times when work is scarce. Unfortunately, the times when work is scarce are often far longer than the good times. Then, when work is won, it’s sometimes at the wrong price.

Finding construction projects to price, then pricing them correctly is the most important job for construction companies. Yet, many companies don’t place sufficient importance on this task. Often projects are priced in a rush, or it’s left to a junior estimator. Some contractors price everything and anything, with little thought to the best construction methods to undertake the project, or indeed the best methods to win the project.

Winning a new construction project is sometimes pure luck, or because the estimator made a mistake.
​
Pricing a construction project correctly, and then winning it is a skill and an art, and it’s definitely a team effort and should never be left entirely to the estimator. Indeed pricing and winning a project starts long before the estimator begins pricing the project.

1. Good construction market intelligence.
It’s vital to understand what new construction projects are coming up in the near future. Where are your competitors working? You don’t want to be winning a risky project at a low-profit-margin when better projects could be just around the corner. But good market intelligence also means that you can be talking to the client before the construction project is offered to other contractors to price.

You can make sure that you will be invited to price the project. You can even start some preliminary work. In one case I managed to persuade the client to negotiate a major construction project only with us, rather than them asking us plus other contractors to price the project - so I managed to exclude other contractors from competing.

2. Build a good reputation.
You’re not going to win projects if you have a poor reputation. Reputation is based on delivering quality work, safely, on time and with minimal fuss.

Some clients will pay a premium to employ a contractor that they have confidence will deliver their construction project successfully.

3. Build relationships.
Build relationships with your clients. Repeat business is often the best business. Some of our clients awarded projects to our company on the condition that we allocated construction teams to the project that they had previously worked with.

Most of our construction projects were for clients we had previously worked with. Having a good relationship with a client may also mean that they recommend your construction company to others.

4. Pick the right construction projects to price.
Don’t drown your estimators with projects that you can’t win, or projects that have high risks and low rewards. Pick the construction projects that will be good, then put every effort into winning those projects.

5. Understand your competitors.
Who are your competitors? Are they desperate for work? Is this the type of construction project they like pricing? Are they working in the area? Do they have a good relationship with the client? Will they be competitive? Do they usually beat you?

Indeed sometimes it may not be worth pricing a construction project if the opposition has a good working relationship with the client, or they have a competitive advantage. Don’t waste your time pricing a project you’re probably can’t win. Spend time pricing construction projects you have a reasonable chance of winning.

6. Understand your client.
Do you know what’s important to the client? If they are very safety focused, then make sure that safety is highlighted in your price submission. Show them that safety is important to your company and demonstrate how you will build their project safely.

Of course, part of understanding the client is to know that they have money for the project and they don’t have a reputation of withholding payments from contractors or engaging in legal disputes – you certainly don’t want to win a construction project where you might not be paid for your work!

7. Understand the construction project.
This is obvious, yet some contractors don’t always understand the project scope or risks. What are the risks? Can you complete the project in the allotted time? Visit the project site. Read through all the pricing and project documents.

8. Be Strategic.
Is there an alternative construction method? How can you make your price cheaper, but not lose money? What will make the client select your construction company over others? How can you win the project at the right price?

We won some construction projects by submitting alternatives solutions to the client – the client got a cheaper price, we won the project and we made a bundle of money.

​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
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​To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• '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

This construction project is 7 Years late, 3 times over budget and at one stage had half a million defects.
Learn why this construction project has cost nearly 6 billion Euros and still has not opened to aircraft 7 years after the airport was due to open. Read...

or Listen to the Berlin Airport fiasco

Learn how to avoid construction fiascoes. 
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

Today social media is prevalent and almost everyone uses it – politicians, presidents, and even pets.

However, many construction companies aren’t familiar with the benefits and problems that social media can bring to their company.

​Contractors work hard at building a good reputation. They sometimes spend huge amounts of money on building their brand, their websites, and their advertising. Unfortunately, this can all be for nothing, or can be destroyed quickly by poor media, an accident, bad workmanship, an unhappy client or a disgruntled employee. Small incidents can be quickly blown out of proportion and be viewed by tens of thousands.

Social media can be a valuable advertising tool for:

1. Attracting new clients, advertising the company.
2. Attracting the best talent, the best employees. Many young people spend hours on social media. They are attracted to successful companies and construction companies that use new equipment and technology, undertake winning projects and which use unique construction methods.
3. For engaging employees. Employees want to know more of the company's successes. They want to know that they are working for a successful contractor.

Implement rules for employees to regulate when they can use social media during working hours.

Encourage employees to use social media to show the company’s achievements.

Employees should know what are unacceptable posts which won’t be condoned. Employees shouldn’t engage in behaviours that could bring the company into disrepute on social media. Employees shouldn't be posting pictures of them in company uniform, using company vehicles or equipment, or on your construction project which show them or the company in a poor light.

Managers must avoid engaging in disputes and arguments on social media with unhappy clients and employees. Rather contact the person directly to resolve the problem. Engaging in public disputes often inflames the situation and gains more bad publicity.

Always stick to the facts on social media and avoid emotive and slanderous language.
Ensure that the company has a visible presence on social media and that this is kept up to date and always portrays a professional image.

Update employees and clients on new construction projects, important project and company milestones, and employee successes.

Ensure someone is keeping track of what’s said on social media about your construction company.
​
Don’t be too hasty posting a comment or an update on social media. Consider how others will view the comment or post. Have others in the company check your post before sending it out. An inappropriate social media post has tripped-up many politicians and companies.

​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

If you are aiming to be a successful construction supervisor, foreman or superintendent try this simple self-evaluation. We completed the first half of the assessment in Part 1 and Part 2 and Part 3.
Today is part 4 - our final part.

​Want to learn more about becoming a successful construction supervisor or foreman, or maybe you want to learn more about construction management, read some of the author's practical easy to read construction management books.

​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. <=== Click on the image to read a preview of this book on Amazon 

• '​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'

If you are aiming to be a successful construction supervisor, foreman or superintendent try this simple self-evaluation. We completed the first half of the assessment in Part 1 and Part 2
Lets continue with part 3:

​Look out for part 4 of this self-evaluation.
How did you do so far?
Please like and share this post.
© 2019 This article is not to be reproduced for commercial purposes without written permission from the author.

​Want to learn more about becoming a successful construction supervisor or foreman, or maybe you want to learn more about construction management, read some of the author's practical easy to read construction management books.

​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. Click on the image to read a preview of this book on Amazon ===>

• '​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'

​Want to learn more about becoming a successful construction supervisor or foreman, or maybe you want to learn more about construction management, read some of the author's practical easy to read construction management books.

​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. Click on the image to read a preview of this book on Amazon ===>

• '​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'

If you are aiming to be a successful construction supervisor, foreman or superintendent try this simple self-evaluation.

​Look out for part 2 of this self-evaluation.
How did you do so far?

Want to learn more about becoming a successful construction supervisor or foreman, or maybe you want to learn more about construction management, read some of the author's practical easy to read construction management books.

​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. Click on the image to read a preview of this book on Amazon ===>

• '​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'

Some construction contractors make the news for all the wrong reasons.
They are declared bankrupt, involved in dodgy dealings, don’t pay their suppliers or subcontractors, produce poor quality work, finish their projects late, or seriously injure or even kill people in the course of construction work.

Then there is a multitude of other construction companies that are ordinary, maybe even mediocre – they kind of survive from month to month.
Occasionally, there are construction companies that go from strength to strength, growing, winning new projects, making money, and they’re the employer of choice for construction professionals.

So what differentiates these companies and what makes them successful?
​
Construction companies have many different stakeholders who have diverse requirements and demands. Balancing the shareholder’s demands for profits, with client’s expectations of being treated fairly and getting the lowest price, and employees’ individual aspirations, is never easy and takes good management. Firstly we need to understand what each stakeholder thinks makes a good contractor.

Of course, clients want a contractor that will deliver a quality project on time, safely and within their budget. But importantly they also want a project which they can easily manage and has few problems for them and creates the least amount of work.
They don’t want bad publicity and they don’t want to have to deal with unhappy neighbours or protesting public. They want to have a successful project with minimal fuss.

Employees expect to be treated fairly and to be paid a good wage on time. They also want to feel appreciated, they usually want to learn new things and they want to see a career path, knowing they will be promoted to other roles and responsibilities.
​
Of course, they also want to return home safely at the end of their shift without any long-term impacts on their health. Like everyone, they would like to spend time with their family and have quality free time.

​Shareholders would like tons of profit and a company that continually increases revenue and profits. Some shareholders would like to know that the company is acting in an ethical matter, that it respects the environment and that it won’t be in the media for the wrong reasons.

​Well, most people don’t care, unless the construction work impacts their lives. So neighbours don’t want to have a noisy construction project next door. They don’t want their streets covered in litter or have the contractor’s workers taking up all the local parking. Commuters don’t want to be unduly delayed by construction work. Generally, people don’t want their lives disrupted.

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
Title Image courtesy of Stuart Miles at FreeDigitalPhotos.net

constructionConstruction marketing is one of the main factors that contribute to making a winning construction company. But where do you start?

Contractors are really hard workers, which makes them inadvertently bad at marketing their companies. They are often so focused on their construction projects that they aren’t aware of what’s going on around them.

Before they know it, the construction project is finished and there isn’t another project to move their resources to.
​
Marketing and advertising can be expensive! Unfortunately, in some, cases a person is employed to market the contractor but there’s a disconnect between them and management. They sometimes find the wrong clients or the wrong construction projects, while at other times they generate valuable leads which are then ignored by management.

But, marketing and advertising the company doesn’t have to be expensive, but it does require direction and teamwork.

1. You’re only as good as your last construction project – so make sure it’s good.
A good reputation is essential for every contractor. In fact, the best way of finding new construction projects is to continue working with your current clients. Don’t lose clients – it’s hard work finding others.

Most of the projects we constructed were for clients we had previously worked with. Repeat business is essential. But in addition, a good reputation spreads. People want to work with reputable contractors. Happy clients will share your details with prospective clients.

But equally, a bad reputation makes it difficult to find new clients. Disgruntled clients will tell others about your company’s poor performance. Social media can quickly spread bad stories and kill business.

Ensure that your employees understand how important a good reputation is to the future of the company.
2. Clear and professional signage on your construction projects.
Poor signage, tatty fencing, litter, poor offices, and stinky toilets don’t portray a good image – it’s not going to encourage potential customers to be contacting your company.
3. Clear signage on your construction equipment, vehicles and trucks.
New and clean construction equipment tells potential clients that the company has resources and is a professional business. Smokey, old and dirty machines give a poor image. Potential clients would worry that these machines could break down on their project, causing delays.

Trucks, vehicles and equipment are mobile advertising boards. People see them on the streets outside your construction projects and they see them on the roads. 

Do your vehicles and machines have clear signage?
4. Stay in touch with your past clients. Build relationships.
No matter how good your relationship was on a previous project never assume that your clients will remember you. Unfortunately, if anything clients remember contractors who delivered a poor project rather than good contractors.

It pays to drop a short greeting once a year, maybe an update on your company’s latest construction projects, or congratulations to a client who has been recently promoted or where their company achieved a significant milestone. Even consider having a coffee with past clients to hear about their latest news and possible upcoming construction projects.
5. Develop good market intelligence.
Know what construction projects are coming. Read newspapers. Talk to designers, project managers, subcontractors, suppliers, and even your competitors.
Knowing what construction projects are in the pipeline allows you to start talking to the client, enables you to get in on the ground floor, even help them with their budget and give them advice on construction methods that might advantage your company.
6. Visit potential clients.
Set aside a morning once a month to visit potential clients. Research the company to ensure you set up meetings with the right person – the person who will deal with new construction projects.

Take a couple of company brochures and business cards so they can be distributed to others in the company. Find out about upcoming projects, how you can be invited to price their construction projects, who you should be talking to and what you should be doing to ensure you can work for them.
7. Ensure your website is updated and is professional.
Include photographs of current and past construction projects, but ensure these are clear, professional and that they show good quality work, neat and safe work sites, and portray a professional image of the company.
8. Celebrate a success or milestone and invite the media.
We all like free advertising. When a construction project is completed or reaches a major milestone, it’s often good for the construction team to have a small celebration. Invite the client and their team. Invite the designers. Invite people from the designer’s and client’s office – maybe there are others in these teams that are working on other projects.

Invite the local media – send them a short blurb on the project with a picture that they could include in a news story. Ensure that the event is properly organized and that the project site is clean and orderly – you don’t want visitors tripping over construction rubbish or unfinished work. Of course, you can’t hold these events every week, in fact, they probably only work well once a year, or when different teams are involved.
9. Ensure project managers have business cards and a company brochure to give to prospective clients.
Potential clients might arrive on the construction project. Project managers should have brochures and business cards that they can present to visitors Project managers should take the opportunity of selling the company to these visitors.
10. Everyone in the construction company has a role to play. They’re ambassadors and they may also have leads to new clients.
It’s not only up to senior management to find new clients and construction projects. Every worker has friends, relatives, and contacts that could possibly be a potential client.

Anyone could hear of a new upcoming construction project. Make sure that all employees understand the importance of finding the next construction project. Have them report any leads and contacts to senior management. As important, is that they understand that they represent the company. If they harm the company’s reputation or badmouth the company, it will impact the company’s ability to win future projects.
11. Adapt your marketing to customers.
Advertising is expensive. Advertising that works for one construction company might not work for your company. Know who your potential clients are and try and understand how best to target them. Sponsoring a local cause or event may be useful. Distributing flyers works for some customers.

Advertising in local papers may yield results. Whatever you do, ensure that your company’s message is clear and professional. Always ask new clients how they found your company, then see how you can improve and develop that source so it can yield other clients.
12. Work with other contractors.
This could include sharing details of other contractors, so for example, if you’re an electrical company you could share details of reliable and professional plumbers and carpenters with your clients. These contractors could share details of your company with their clients.
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Good working relationships with other contractors, suppliers, and subcontractors is essential, and advertising each other’s services can benefit everyone. So, consider forming alliances – of course always ensure that they are reputable companies because you don’t want your company’s reputation sullied by their poor work.

Even teaming up with other similar sized companies to yours could enable you to form joint ventures to take on bigger projects. Working with other contractors often helps you build a reputation, meet new clients, deal with other professionals and learn new methods.

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

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you

Contractors are always complaining that they can’t find skilled people. We often hear complaints like: “You can’t find good people anymore”, or “None of these youngsters want to work these days”, or “I have a problem with my staff stealing”, or “My workers are so unreliable”, or “I can’t find skilled people” and more. I’m sure you’ve heard all the complaints, maybe you’ve even said some of these things. Of course sometimes they are true, although often they are generalisations and it’s only a few bad individuals.

Yet, many contractors and construction project managers have a set idea on who is employable in construction. Probably, ideally the person should have experience, they should be fit and healthy, probably young, and even in many cases a male. But are these always essential characteristics? Are we excluding many in this employment process that perhaps may be suitable? What we do know however is that we are including people who don’t always prove to be suitable.

I was fortunate to be born with no physical or mental disabilities. I was even more fortunate to come from a stable home where I had good influences and I was able to attend good schools. Yet, despite this good luck I’m sure I have my faults and shortcomings, and I’m sure I’ve messed up some opportunities and made a mess of a few things in my life.

Of course not everyone is as fortunate. By a stroke of bad luck something goes wrong with a person’s genes, or something influences development of the embryo, or there’s a problem during birth and the person has a mental or physical disability. These disabilities can range from relatively mild or even benign issues, to major problems that radically impact the person’s mobility and speech.

Unfortunately even those born without a disability can be impacted later in life. Some fall in with the wrong crowd, even serving prison time. Veterans suffer stress and trauma during active service. Motor vehicle accidents can change a person’s life in an instant. People suffer sickness which can drain them physically and financially. Life can be tough for some people.

​ Many contractors have poor employment practices which leads them to employing the wrong people, or being unable to find people at all. We all discriminate in some manner, we all tend to pigeon hole people on their backgrounds, looks, race, age, gender, etc. But, in doing this are we excluding people who could fill a role perfectly on our construction project or elsewhere in the company? After all, what is the right person in construction?

When you start your next construction project, how about setting a goal to employ the following 6 people. Employ one person with a disability – physical or mental disability, it doesn’t matter. Employ one older person – someone over 50. Employ a homeless person. Employ a veteran. Employ at least one woman – and not in an office role. Employ at least one person who has no construction experience, someone that you plan to mentor and train. Of course if you can employ a homeless, disabled and elderly veteran, then all the better. 

I believe that you may be surprised, you may just find that you’ve employed a hardworking, reliable and loyal individual. What have you got to lose? How often have you employed an individual that you thought was just right for the role, only to have them let you down when they turned out to be lazy, unreliable or dishonest?
Not everyone has been born lucky like most of us have been. Some have had tragedy, disability or a poor upbringing. Yet, many of these people aren’t looking for an excuse, they often understand their limitations, but all they are looking for is an opportunity to have a job and prove their worth. All they’re asking is a fair go. All we have to do is give them a fair chance, not just exclude them because of our prejudices, rather listen to them and see what they can offer your company and construction projects. Be open to new ideas and possibilities. Maybe even adjust and reorganise the construction project slightly. Of course the process requires buy in from the rest of the project team, who usually have their own preconceived ideas and prejudices. Everyone in the team needs to be open to giving new employees a fair opportunity. I believe that your construction company and projects will be well rewarded for your efforts.
What successes have you had when employing a disabled person, perhaps a homeless person or an ex-convict?
What are your thoughts on employing some of the people mentioned above?
 
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​You are about to start your construction project. The owner (or their project manager) hands you access to the work site. You are good to go – or are you?

Unfortunately, contractors often accept possession of project construction sites, or construction work areas, and don’t check it. Only several weeks later do they discover that there’s a problem, they’re losing money, the construction work is going slower than expected, or something doesn’t fit. Only when they investigate do they discover that the problems originate because the work site given to them wasn’t in accordance with the construction project specifications and contract document. Often by then, it’s too late to complain.
​
So next time you are handed access, or possession, to a work area or construction project site, make sure you check it properly before accepting handover.

​Before accepting handover of an area from the client/owner or their project manager it’s important to check the following:

1. Can you get to the construction work area – sure the owner may have handed you access to the area but can you actually get your people, materials and construction equipment there? Frequently owners hurriedly clear the work area and think that’s good enough. If contractors can’t get their people, materials, and construction equipment to the work area, or it’s difficult to get stuff there because the owner is blocking the routes to the site then it will impact construction progress, cause delays, and ultimately cause the contractor additional expense. When pricing the construction project always understand how you will get access to the work areas. If the owner must provide a road so your team can access the work areas then ensure that they deliver the road so that you can get to the area. If there is doubt, then stipulate in your price what access you require, then ensure these requirements are included in the contract that you sign. Then importantly, before accepting the work area check that you can easily access it – can you get to it?
2. Do you have access to the full work area? Owners and clients often only provide partial access to construction work areas. They seem to assume that as long as the contractor can start work somewhere that’s okay. But, often construction schedules require work to start in a specific area first, an area that’s on the critical path. In addition, contractors plan their construction work so that resources aren’t working on top of each other, so that work can proceed in an orderly direction, a direction where access isn’t impeded by previously completed work, where construction equipment can easily get to, and where materials don’t have to be double handled and moved backward and forwards across the work site. Be very wary about accepting partial access to the work area when you should have been granted full access. Make sure that this won’t adversely impact the construction schedule or the productivity of your resources, and that the work you complete now won’t block your access to other areas you are only able to get to later.
3. Is the area prepared properly, to the correct specifications and tolerances? Frequently owners have to hand over sections of work that other contractors have prepared. This may be a leveled earth platform, an excavation or a concrete slab. It’s imperative that contractors check the previous work to ensure that it is in the right position, that levels and heights are correct and that the items meet the required specifications. So, if you’re accepting a leveled earth platform, is it in the right place? Is it to the right height and level? If it’s too low and you’re pouring a concrete slab on top of the platform you may find that you require additional concrete to make up the low spots. If the area is too high you may find that your crews are spending additional time and money trimming the ground lower so that your concrete will be at the right level. If the ground hasn’t been compacted properly you may later find that your concrete slab and foundations constructed on the platform cracks and the owner will blame you. Always carry out your own checks to ensure everything is in the correct position. Ask for the test results to confirm that what you’ll be building on has been formed and constructed to the correct specifications.
4. Is the area safe? Once you accept access to the construction work area you will be responsible for the safety of the area. Sometimes owners hand over excavations done by previous contractors. Don’t accept them if the sides are excessively steep, meaning they could fall in on top of your crews. Make sure that there aren’t boulders on the sides of the excavation which could fall onto your team working below. Fixing these problems will be expensive and time-consuming. You don’t want to have the owner or other contractors working above you, or performing dangerous tasks nearby which could injure your crew. Only accept a work area if it’s safe.
5. Has the owner fulfilled all of their contractual obligations? These might include completing demolitions, installing security and moving existing service and utility lines. If they haven’t you might end up doing the work, which will be an added cost and cause delays, or the client may do the work, but invariably this will interfere with your progress. Understand the client’s obligations and ensure that these have been met before accepting the work area.
6. Is the construction area as you expected? If it’s recently rained and the works are flooded or boggy is it reasonable for you to take the problem over? Well, it depends on the construction project contract and what should be accepted as being reasonable. So if a previous contractor, or the owner, has excavated an area for your work, or they have prepared concrete foundations, then it would be reasonable to expect that these be handed to you in a dry state. Sure, once you accept the area it will probably be your responsibility to keep the area dry unless otherwise stipulated in the contract, but you should be handed a dry area. So too if you are expecting to be handed a leveled area to work on you would expect this area to be firm ground. If the owner or another contractor has previously worked in the area churning up the ground, excavating trenches which they haven’t filled and compacted properly, then probably you shouldn’t be expected to accept this mess. Always understand the contract document.

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

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you

Bullying is rife on some construction projects. Workers bully co-workers. Managers and supervisors can even bully those working for them. Clients bully contractors.

Bullying takes many forms, from physical contact to even discriminatory jokes. The bullying happens during work hours and after work.
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Nowadays, cyberbullying is rife, and circulating rude messages and comments is a popular form of bullying. We often think of cyberbullying as being a scourge that only impacts kids, but it’s frequently used by adults as a nasty weapon.

People on construction projects come from diverse cultural backgrounds. They have different educations and different intellectual abilities, practice various religions and have been brought up in different ways.

People that are different are often picked on and bullied. It’s unimportant that people have external differences. What’s important is that we work as a unified team, working to a common goal, using the best of our combined skills and abilities to deliver the project successfully.

The suicide rates among construction workers are among the highest of all industries. Bullying is a major contributing factor.

Bullying undoubtedly leads to mental health issues in construction workers. It results in depression. It impacts morale on the project. It lowers productivity. It results in absenteeism. It disrupts teamwork and causes disunity.

Bullying also leads to other problems, like alcoholism and drug addiction. Problems at work are often taken home where they impact families. It can result in sleep disorders. All of these inevitably negatively impacts the person’s work, leading to lower productivity, poor quality, and unsafe acts.

Bullying sometimes leads to violence on construction projects when the bullied person can no longer take it and they turn on the bully. In the worst cases, people have been shot dead on construction project sites. Unfortunately, often others are injured and killed in these incidents – incidents that scar those on the project and lead to disruption of the construction project.
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In “rough and tough” construction, workers can be scared to report bullying and they are afraid to seek help for depression and other mental health problems.

As mentioned above bullying takes place between clients and the contractor, and between contractors and their subcontractors.

Paying contractors late is a form of bullying. Threats and intimidation are bullying tactics. Threats that “you’ll never work for me again” are intimidation.

Of course these forms of bullying place enormous stresses on the construction project and construction company managers. They can’t afford to deliver a service below cost and they also can’t afford to be blacklisted by clients. They have to pay their bills at the end of the month.
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Bullying of contractors leads to contractors becoming bankrupt. When a contractor becomes bankrupt, they can’t pay their bills and they become demotivated.

Stopping bullying starts with the example you set.  Here are a few personal checklist questions you can ask yourself about bullying on your project.
How do you treat people? – Are you fair and respectful? Would you want others to treat you in the same way as you treat them?
Do you respect and understand the differences between cultures and people? – We are all different and have our own unique and sometimes quirky ways of doing things. What’s important is that we are all working to the success of our project and company.
Are you aware of what’s happening in your teams and between co-workers? – Is there bullying?  Pull bullies aside and remind them that bullying is unacceptable. Serial bullies should be reprimanded and even removed from the project.

Bullying and harassment are never acceptable and everyone on the project must be aware that bullying will not be tolerated. Those who have bullying problems or mental health issues must have a sympathetic ear to talk to. They must know that they can safely report bullying. They must know that bullies will be dealt with by management.
​
Stand up to bullies.
...Continue Reading....

​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
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​To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you

We often focus on the way people dress. Sure being dressed appropriately does show respect. But, does the way you dress really reflect the talents, skills and work ethics that you can bring to a company. There are even some who won’t offer a person a job because they have weird hairstyles, tattoos or dress differently. Indeed, I was surprised to hear a few years back that because I have a beard it was seen as reason not to promote me – now I know I have many shortcomings which could potentially be held against me, but I never considered having a beard was something that in anyway impacted the way I did my work!

The other night I was watching a television program where a partially disabled person had been searching for a job for eight years. Another had been in prison and four years after being released nobody was prepared to offer her a job. They were desperate for a job. Was a partial disability, or a prison sentence enough to condemn them to never having a full time job?

We all take our preconceptions with us. The way we were brought up, the environment we grew up in, our past experiences, and of course the people we associate with all contribute to the way we act and operate. We are all guilty of being racist to some degree. We often talk about people in terms of their nationality, country of origin, gender, colour or ethnicity.

This article was first published in an abbreviated form on the ClockShark website. 
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​To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'The Successful Construction Supervisor and Foreman'
  
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you

In a previous article, I discussed how important it is to know whether your construction project is making or losing money. Some contractors don’t bother with project cost reports. They simply hope for the best, and that the construction project ends profitably.
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While some contractors do sometimes prepare monthly project cost reports, unfortunately, these cost reports are of little value because they contain errors, or the information contained in them is ignored by the project team.

​Common construction project cost reporting mistakes include:

1. The cost reports take too much time to prepare. This takes valuable management time away from managing the construction project. Cost reports should be easy to complete and require minimal time. Reasons for reports taking time to complete include that:
   1. The information required to complete the report isn’t readily available. It’s essential that the company’s systems supply accurate costs in the same format and codes as the reports use.
   2. The cost report is too complex to fill in.
   3. The cost report breaks items down into lots of detail, making it difficult and time consuming to track down the costs and revenue for each item or code. 
2. The cost reports are sometimes only completed months after the events occurred. This is because the data required for the report isn’t immediately available, or the company only requires the cost report by that date. Unfortunately in the interim since the data was collected much has happened on the project. Frequently when a loss is detected it’s too late to rectify the problem and in the meantime the losses have become worse. Cost reports need to be current and should never be later than a month after the project costs were incurred.
3. The project cost reports include revenue from variation claims which haven’t yet been approved by the client. I’ve had managers instruct me to add in variation claims to our project revenue, even though these claims hadn’t been accepted by the client. As long as the client hasn’t approved a claim it’s in doubt and may be rejected, or the final agreed quantum could be less than the amount claimed. Trading on variation claims provides a false sense of security and the project could appear profitable, only to take a dramatic loss when the claim is later rejected. But, as long as the project team doesn’t allow for the variation claim the cost report shows a loss and the project team will be spurred into action to quickly agree the variation claim with the client so that the losses can be recovered. 
4. The cost reports don’t include all the construction project costs. This obviously means that the project shows a profit until the missing costs are added, surprising management when the project suddenly shows a loss.  Construction projects costs might be missed because:
   1. Subcontractors or suppliers are late submitting their invoices. Always ensure that all work has been accounted for in the cost report, even if it’s only an estimate.
   2. Not all project costs have been captured. This might be because the processing of invoices are late or because some costs have been accidentally omitted. Again efficient company systems are essential to ensure all costs are captured when they’re incurred.
   3. Suppliers’ and subcontractors’ invoices haven’t been paid. This might be because the project team is disputing part of the invoice. 
5. The cost reports aren’t comparing revenue against the correct costs. This is because costs or revenue haven’t been allocated to the correct items or codes. Although the overall construction project profit or loss could be correct, individual items may be incorrect, meaning that the losses seen aren’t actually for those items but are for something else. This makes tracking the cause of the loss difficult.
6. The revenue used is incorrect. Often the project revenue is overstated because:
   1. The monthly progress valuation or claim is incorrect and includes an over claim – a claim for work that hasn’t been done or is incomplete.
   2. The preliminaries or overheads are claimed from the client each month according to a set pre-agreed rate. However the costs associated with the preliminaries are frequently not incurred at the same rate and these costs vary depending on the stage of the project. 
7. The data hasn’t been entered correctly. Sometimes in the rush to complete the report the project team makes the incorrect assumptions or even guesses costs.
8. The cost report doesn’t take into account the costs of completion. Often construction projects appear to be profitable (their cost reports show a profit) until the last few months when things suddenly go wrong. Project teams regularly underestimate the costs of completing punch-lists (snag-lists), completing project documentation, and handing over the construction project.
9. The project team assumes the wrong reason or cause for a loss. I’ve previously written about a construction project where the cost report showed the project was losing money on concrete materials and the project manager attributed the loss to the fact that the client had changed the concrete mix design, asking for additional cement which we would claim later. Yes, this did contribute to the loss, but when we eventually uncovered the real cause for the loss, which was that cement was being stolen from the project, we had lost over a half million dollars. Frequently the project team is quick to blame the estimating team for losses on the project, when in fact the main contributing factors are something else. Often losses are caused by a number of different problems, so uncovering and solving one reason may only be part of the solution.
10. The reports are deliberately manipulated by the project team so that losses aren’t shown. They either deliberately hide costs or add in additional revenue. Of course, ultimately the truth will come out. I’ve never found a construction project making a loss suddenly became profitable without action being taken to stem the loss and reduce costs, or to find additional revenue, such as a justifiable variation claim.
11. The information contained in the cost report isn’t acted upon. Cost reports should highlight areas of concern and, if required, additional information could be sought to uncover the actual cause of the problem.
12. Cost reports are ignored by the project team. There is little point in completing a cost report if it's going to be disregarded. Ignoring a cost report which is showing signs that the project is losing money could mean that losses continue to increase leading the project and company into financial difficulties. Actions aren't taken to stem the losses.

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

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
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Several years ago, our monthly cost reports on one construction project showed we were losing money on concrete materials. The matter remained unresolved and the losses mounted. Furthermore, our progress was often held up due to a lack of cement.

With a little research, I found that we had paid $500,000 extra for cement - effectively we had paid $500,000 for cement we hadn't used! Further investigation revealed that the drivers of the cement trucks were discharging, and selling 30% of each load of cement before they ever reached the project.

Over several months the cement truck drivers had stolen half a million dollars of cement. This resulted in a shortage of cement because the project wasn’t receiving all the cement they were supposed to get, which delayed the project.

The above example illustrates the importance of monthly cost reports. Without them, these problems could have gone undetected. Forever.

But, cost reports are useful in other ways. For example, one company I worked at built several cooling towers, and each time we lost money. No matter how we priced or planned these projects we always lost money. We never seemed to have the right price or construction methods. We eventually decided we couldn’t make money on these projects and avoided pricing them again.
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Sometimes we have to accept that we’re not particularly good at some construction projects and we should leave these projects to other contractors.

​Monthly cost reports are useful for a number of reasons:

1. They can uncover theft and fraud on the project.
2. They could highlight when materials are being wasted.
3. Cost reports provide a check that all work and materials have been correctly claimed by the client.
4. They highlight problems with productivity – when people and equipment aren’t being used efficiently.
5. Losses could indicate that the project has grown in scope and that the additional work hasn’t been claimed.
6. Knowing a project is losing money allows company management to put in place mitigating actions to ensure there’s sufficient finance to cover for the impacts on the company’s cash flow, finances, and profitability.
7. Cost reports provide feedback to the estimating department. It allows estimators to increase or decrease rates when they price the next projects. Decreasing rates may improve the chance of winning another project while increasing rates could prevent future losses.
8. Cost reports also provide valuable ratios which can be used to check estimates for future projects. We gathered several important ratios for project overheads, equipment costs and labor costs, which provided quick checks on our prices, enabling us to uncover errors in our prices before we submitted them.
9. Project cost reports provide targets for the project team to aim for. It’s an indication of how well the team is managing the project. Sure, there are sometimes projects that are badly priced, or which hit unexpected snags, so they don’t make money. But then the team needs to justify the losses and the reasons for the losses. But often a project that’s losing money is a project that has other problems.

​This article was first published on the ClockShark website. To visit this website and continue reading the article click on the link above.
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​To read more about the author’s books and find out where you can purchase them visit the pages on this website by clicking the links below:

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you

Some contractors are like some actors. They sign up for every project that crosses their desk.
This often means that the estimating team works long hours and price estimates are rushed. Little thought is put into ways to make the price more attractive to the client.
When pricing is rushed it could result in errors with the price, which could mean that the price is too high, so the company doesn’t win the work anyway. It could also result in the contractor not winning the project. Often it takes more than just having the lowest price to be awarded a construction project.
In addition, contractors may end up winning the wrong project – one which they don’t have the resources or expertise to complete successfully.
Contractors should focus on pricing the right project, then put all their thought and effort into submitting a winning bid.

Construction projects vary hugely in size, type, location, risks, and clients. Not all projects may be suitable for your company right now. In fact, some construction projects are best avoided if they’re excessively risky or the client is difficult.
Picking the wrong project can be disastrous, while the right project can lead to bigger and better projects later. It’s important to understand the project fully when pricing it and be selective about which projects you price.
It’s also important to consider the pricing or bidding procedures.  If there are multiple contractors pricing the project, your chances of winning the project may be slim.
Sometimes there are competitors who have strong relationships with the client, have more expertise in the type of work, or that are already operating in the area. These competitors will have an advantage over your company, and it may be difficult to win the project.
Try to pick construction projects that are winnable. Don’t waste time pricing projects that will be nearly impossible to win.

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

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

• '​Successful Construction Project Management: The Practical Guide'
• 'Building a Successful Construction Company: The Practical Guide'
• 'Construction Claims: A Short Guide for Contractors'
• 'Construction Project Management: Tips and Insights'
• ​'Construction Management: From Project Concept to Completion'
• and 'Build and Renovate Your Home With Your Eyes Wide Open'

'Construction Book reviews'
To read more about the author visit the page 'Paul Netscher'
Want to contact Paul Netscher please enter your details on 'Contacts'
Find out how Paul Netscher can help you

Being a construction supervisor or foreman is challenging, it’s hard work, but it’s also rewarding watching projects take shape under your watch. A supervisor’s job is certainly never boring – every day is different, each project is different, different locations and different people, all presenting new challenges.

But, a construction foreman (foreperson) or supervisor is a tough job. Out in all types of weather, facing seemingly impossible deadlines, dealing with people who don’t always have the skills for the tasks, sometimes reporting to project managers who have little understanding of construction, using equipment that breaks down on occasion, working long hours, reams of paperwork to fill out, people taking chances, rules and more rules – is it all worth it? Construction foremen and supervisors are at the coalface of every project. Good foremen and supervisors are essential to the success of every construction project and every construction company, indeed, they are valuable assets.
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A construction foreman, foreperson, or supervisor, manages a work crew, or oversees a section of work. Of course, they can be male or female. 

Supervisors take on enormous responsibilities. Not only are they responsible for coordinating their team and resources to ensure that the project, and in particular their section of work, is delivered on time and meets the required quality standards, but they must ensure that the resources operate efficiently. Then most important, they’re responsible for people’s lives. They’re responsible to ensure that they, their team, others working on the project and the general public aren’t endangered or injured by activities on the project, or related to the project. In addition, they must ensure that the project is constructed in accordance with the applicable standards and specifications, so that those using or operating the completed facility won’t be harmed in any way.

Most supervisors have years of experience on the tools, learning their trade, sometimes through apprenticeships, but mostly from watching and learning from others. These skills are often focussed on a particular trade or skill. But, being a supervisor is a totally different ball game. Where before, as a tradesperson you were doing the work yourself, now as supervisor you must organise and manage others doing the work. It’s often hard to step back and watch others do the work, when possibly they’re not meeting the standards and speed that you would produce on the job. It’s difficult to step back and be less hands-on. But supervisors have to take control of the whole job, and not be distracted from this management and organisational role by doing the work yourself. There is just far too much happening on a project to get your hands dirty doing the work yourself.

Supervisors must be able to manage people. In fact, dealing with people in an effective way is an essential requirement. Supervisors have to communicate (both verbally and in writing), they must lead, motivate and delegate.
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Unfortunately there are few courses for supervisors, and almost no qualifications required – other than the construction life of hard knocks. Managers just expect supervisors to know things, yet they don’t explain anything. Who teaches new supervisors?

As a young engineer on a project, and as a project manager, I was fortunate to learn from many excellent supervisors and foremen. Indeed I would never have achieved what I did without the foremen working on my projects. They were the powerhouse of the projects, and I only had to steer the project to a successful conclusion. Now it’s my turn to share my 30 years of construction experience and knowledge with construction supervisors and foremen in my new book ‘The Successful Construction Supervisor and Foreman’. I explain why things are done in a certain way, why good paperwork is essential, but more importantly, I provide tips and insights to help supervisors and foremen become the very best.
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Chapters include; how contractors win projects and the critical role supervisors play in this, starting the project, people and equipment management, productivity, cutting costs, managing the project, finishing the project, safety, dealing with materials, working with subcontractors, quality and more.

This book will also help those new to construction and those looking to advance their construction career. It will also be useful to new construction managers.

‘The Successful Construction Supervisor and Foreman’ is an easy to read book available in paper or eBook from Amazon and other online stores. Downloading the app from Amazon means that the Kindle book can be read on your computer, tablet, or even phone.

I hope this book helps foreman or supervisor become the best. Construction is desperate for good, experienced, skilled and dedicated supervisors. Construction needs you.