Site Management Structure Group one

Site management structure and project team Purpose of an effective project team and site management structure Project Team Hierarchy Main Managerial Roles Leadership Responsibilities Contract Supervision Communication and reporting issues Organization of recourses and on site co-ordination

Purpose of an effective project team and site management structure

Purpose of an effective project team Team Players Self starters Influential Motivational Have skill and experience Dependable Communicate well Committed Supportive The purpose is to get the job done to the best possible standard, these factors contribute to this and will reduce the chance of error.

Purpose of s site management structure The site management structure is a plan that keeps everything organised It avoids delays People know who to take orders from and understand their role better If there wasn’t one, its makes the jobs more difficult and would delay the project of the Carillion site office

Project Team Hierarchy

Board of directors Project board Independent client advisers Project sponsors User panels Project manager / client representative Lead consultant contractor Other consultants Lead designer Sub contractors suppliers Design team

Main Managerial Roles

Main managerial roles and qualities: Organization: To ensure projects run efficiently and effectively Effective Communication: To ensure information isn’t misinterpreted or duplicated and tasks are clearly instructed. Project Delivery: To interpret a clients brief and consistent demands to the end product and deal with any issues or possible disputes. Internal and external procedures: Must be a good role model and follow all internal and external procedures. For example an internal procedure might be the Carillion construction manager ordering materials in a specific way and purchase orders. An external procedure could be following consultants procedures such as a Employers Agent in a D&B contract or even an independent surveyor such as an ecologist. Co operation: Must be able to work with others including members of staff higher than them and take orders, and be able to delegate tasks to lower members of staff – also working with external consultants and liaise with other stakeholders. Motivation and guidance: As a manager, should be able to provide motivation, guidance and supervision to other members of staff – This will help the project team run more efficiently. Satisfy stakeholders: A manager must be able to work with other stakeholders – this includes company directors, colleagues, on site workforce, subcontractors, external companies, consultants, the clients, and any one with a financial interest such as the government or independent funding bodies.

Managerial roles can be further specialized into areas such as administration, finance, design, corporate, marketing, building maintenance and purchasing. All of the above are imperative in a project and must work collaboratively. For example the purchasing department would procure services and obtain the Midland Metropolitan Hospital project, then marketing would help advertise the project and create signage and provide information to stakeholders, the administration department would deal with customer queries and all office paper work, the finance department would deal with cost related matters which relies on the design department – usually architects. Once the building is functional, the building maintenance department would set up a framework between Carillion and the client in order to provide consistent building maintenance at a high quality.

Leadership Responsibilities

Skills and interests A leader needs to be able to plan work well, and to be well-organised, and prepared for responsibility and decision making. And, in common with many other construction industry jobs, you will also need to be highly numerate with good IT skills, as well as good at solving problems. At the same time, you’ll have to be able to get your head around building and health and safety regulations, as well as other legislation. A leader also need particularly strong people skills, since you’ll have to be able to: communicate with, manage and motivate people at all levels, from staff to sub-contractors. You will oversee the day-to-day running operations of a building construction project. You might be responsible for the whole site, or leading a sub-team responsible for one area of the project. Depending on the project and your role within it. supervise and organise the building of temporary offices and facilities (such as toilets and catering) for the construction site. communication progression and deadlines you will also monitor the progress of the project to make sure it will meet the deadline – and if that's not going to be possible – solutions around that. You'll be responsible for communicating with whoever has ordered the project in the first place, reporting any problems or delays, as well as keeping them up to date with general progress.

Health and safety When work begins, you'll be responsible for the safety of your team Any accidents that occur on site you'll need to take responsibility for, and work out ways to prevent them happening again. Leaders will also be responsible for reporting incidents and near misses

Contract Supervision

Ensuring control of both project quality and cost We as a company, ensure control of both quality and cost of the project, simultaneously managing any complications or variations that may arise during construction works. We will work with the clients to ensure that the work is completed to a high standard, within a specified time frame and to a reasonable completion date. On some projects the supervision of design/quality has been separated from the supervision of progress/payment within a single construction contract. The progress/payment is directly controlled by the Construction Manager/Project Manager Building projects carried out without professional project management can result in the following: Significantly higher costs that originally agreed and budgeted Delays Stress Confusion Ensuring control of both project quality and cost

As well as having an on site project team, monitoring progress and the contract there are external consultants that can liaise with the management such as Employers Agent on design and build contracts like Midland Metropolitan Hospital. The role of the employers agent is to monitor contract progress and make sure it is correctly executed. This can be done by monitoring any variations, solving discrepancies, issuing extensions of time and changes in key dates and also have the jurisdiction to order employees off site. A clerk of works can also help in contract execution by notifying of defects and can contribute in the snagging and handover process – another aspect of contracts.

Communication and reporting Issues

Effective communication is fundamental in order for a successful accomplishment of the construction project. Good communication improves teamwork and therefore will lead to a better project collaboration. ​ Communication can either be a major issue or a key to success throughout the construction process.​ Communication will be through:​ Oral communication – spoken messages i.e. face-to-face, telephone, presentations, regular board meetings​ Written Communication i.e. emails, letters, fax, memos, plans, legal documents, reports, manuals​ Quality and upgrades. Using document software which will track revisions in all phases of the project

Organization of recourses and on site co-ordination

Resources and Co-ordination Resources for on site activities. Resources for site-staff. Resources for Sky Blue (agency). COSHH On Site Storage Movement of resources on site