site organisation and management

7/29/2019 Site Organisation and Management

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SITE ORGANISATIONAND MANAGEMENT SODE-NCP 30

Your company has been awarded a prestigious contract of building 500 m length pre-stressed

concrete bridge on a national highway crossing the major river. Due to cultivation on both sides of

highway, very restricted space of only 100 M in width and 300 m in length is available on both sides

of highway. To mobilize the site, your management asked you to house 350T of cement, 300T of

steel, 2 size II crawlers – Tractor Dozer, one mobile crane, one JCB, ten dumpers. Labour force of 100

men in addition to site office with complete communication set up. Discuss your plan to organize the

site, draw lay out sketch showing all details. Wind direction is from West to East and Bridge direction

is East to-West.

SUHAIB JUWALE



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PROJECT BRIEF

Our Company has been awarded a prestigious contract of building a 500M length pre-stressed

concrete bridge on national highway crossing the major river. Due to cultivation on both sides of

highway, very restricted space of only 100M in width and 300M is available on both sides of the

highway.

My company has appointed me as the project in-charge for the above-mentioned project and wants to

know the Plan of Action to be taken by me to mobilize the site. Further details as mentioned below

were given by my Head of the Department to help in skilfully working out my plan.

To house 350T of cement, 300T of steel, 2 size II crawler-Tractor Dozer, one mobile crane, one JCB,

10 Dumpers. Labour forces of 100 men in addition to site office with complete communication set

up. Wind Direction is from West to East and Bridge Direction is from East to West.

The site layout plan can be seen in the LAYOUT PLAN section.

SITE ORGANISATION CHART

Project Manager

PlanningEngineer

QuantitySurveyor

Billing

EngineerQuality

Engineer

Senior Engineer

(Execution)

JuniorEngineer

SiteSupervisor

StoreManager

StoreAssistant

Administration



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Levels of Personnel/ Job Descriptions / Reporting Procedures

Depending upon the nature, category, size and stages of completion of work, organizing site staffing

in appropriate manner is very important. Due to the involvement of many agencies like client /

owner, consultant, subcontractor, vendor / supplier, local authorities and traffic problems on highway

we need proper co-ordination, involvement, good understanding amongst all project team.

Project Manager

As shown in organization chart project manager is the leader for all activities and effective

communication system. The project manager is the King pin of the construction.

Responsibility – Arrange all input such as material labour, plant and equipment either directly or by

co-ordination with other department of the project. It is in his area that the work is being really

executed. He is the representative of the client/owner, get quality control carried out, work accepted,

measurement taken and raise bill for payment. He has to maintain daily site record of important

noteworthy events taking place. If there are any work stoppages or hold up, these needs to be

recorded in a hindrance register. An extract of the hindrance register can be sent to the client on a

monthly basis. Ultimately, this extract could form one of the basis for future claims to be established

on account of work delay.

Following departments work under the supervision of Project Manager.

Planning Department

Responsibility - Plan each and every activity as per time limit given by the client. Making bar chart

material schedule, labor schedule, machinery schedule and achieving better quality in minimum cost

etc. Personnel structure & reporting system – Jr. planning engineers are also appointed to help

planning engineer in making design basic plans, giving ideas and reports to planning engineer.



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Execution Department

Responsibility – Execution of work as per drawing and specification is main work of execution dept.

In this department senior execution engineer and gang of Junior Engineer is appointed. Personnel

structure & reporting system - In execution department junior engineer, supervisor under inspection

of senior execution engineer does checking of work progressing on site.

Store Department

Responsibility – Inspection of material and goods coming on site, intimate or instruct to respective

dept. (material ordered by) maintaining material inward, outward registers making GRN, storing and

housing all material on site in proper place as per the site condition and handover material to

contractor as per their requirement, keeping their records is the main work of store dept. Personnel

structure & reporting system - In this dept. store manager is the head of our site and storekeeper and

store asst. will help and report to store manager.

Quality Department

Responsibility – Checking of all the materials coming on site, testing of all the materials as per

requirement (lab test). Making or verifying mix design of material going to be used for site

execution, inspection and checking of all activities of execution work regarding quality norms and

condition, testing of work executed like sample testing (cube testing) non-destructive testing, making

of audit report maintaining material testing, mix design, concrete testing, audit test registers on site.

Personnel structure & reporting system - Quality engineer is the head of this dept. and Jr. Engineer

will help him.

Quantity Surveying Department

Responsibility – Checking of all the drawings and specification regarding site, estimating and

surveying quantity of each work activity separately, calculating material required quantity, labor

required quantity for each and every item. Personnel structure & reporting system - Estimation



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engineer is the head of this dept. Jr. engineer will help estimation engineer. All basic plans and

calculation will be done by Jr. Engineer and reported to sr. engineer under supervision of estimation

engineer.

Account / Billing Department

Responsibility – Checking of all the bills quoted by sub-contractor or contractor (R.A. bills or final

bills), making of payment of contractors and subcontractors. Keeping total money expenditure

regarding site, checking of departmental labor bill, making payment of all site office related staff and

helper. Personnel structure & reporting system - Billing engineer is the head of this dept. Jr. billing

engineer will help the billing engineer.

Administration Department

Responsibility – Supervision and arrangement of all site office issues, supervision of site security

guards, checking their registers, keeping site off inward and outward. Administration in charge and

his/her assistants are responsible for this work.

PROJECT COMMUNICATION

Successful construction project execution is virtually impossible unless you have an effective

communication system. Good communication skills are basic to becoming a successful construction

manager. Effective communication is the lubricant that keeps the successful construction project

machinery running smoothly.

Typically, project communications fall into the following key categories:

1. Project correspondence

2. Audio-visual presentations

3. Project reporting



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4. Meetings

5. Training

6. Listening

Project Communication with Head Quarters

Project correspondence

The primary project communication link is that between the client and the contractor PMs. All major

project correspondence should pass through that channel. That is the only effective way to control the

project design, scope, and other contractual obligations. The contract usually sets up that

communication channel by calling for official notices to pass between the respective managers.

All correspondence is related to the progress of the site work. Correspondence from the site to Head

Office is an important communication channel for the senior management. The required frequency of

reports and the correspondence from the site to Head office is directly proportional.

There are three types of correspondences:

Daily correspondence

Weekly Correspondence

Fortnightly correspondence

Monthly correspondence

Daily Correspondence

This is the day to day reporting to the Head Office by the Project Engineer or site in-charge.

The Project Engineer should leave the site, half an hour prior to the closing time for reporting to the

Head Office. If many sites are in progress, all site engineers, reporting to the Head Office, should

note down the time of their respective reporting and departure. The documents should be collected in

their respective site trays at the H.O.



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Weekly Correspondence

The site should send the following reports to the Head Office every week on a fixed day:

1. Cash Bills

2. Settlement of Accounts

3. Indent Requisition

4. Pending Indent

Fortnightly Reporting

Submit updated RA. bills every fortnight to the Head Office. RA. bills could be a labour bill for

RC.C., masonry, tiling, plumbing etc. Customer enquiry report should be submitted every 15 days to

the sales department.

Monthly Reporting

The site should send the following reports to the Head Office every month on a fixed day:

1. Monthly Material Consumption Report

2. Electric Meter Reading Report

3. Water Meter Reading Report

4.

Machinery and Instrument Report

5. Excess Material List

6. Construction Progress Chart

7. Cube Test Report



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Project Communication within Project Area

Documentation and communication

The on-site management of a construction project involves great amounts of paperwork, even for

relatively small projects. The purpose, of course, is to communicate directions, questions, answers,

approvals, general information and other material to appropriate members of the project team, so that

the project can proceed in a timely, cost-effective and quality manner. Some of the documents are

necessary for the execution of the contract, primarily from the contractor’s point of view. Included

are considerations of shop drawings and other submittals, variations or change orders, the documents

required for the contractor to receive payment and, once again briefly, the value engineering process.

The key groups interested in the progress report are:

1. The client's organization, local and main offices

2. The contractor's top management

3. Key staff people on the project

Project Meetings

Ineffective meetings are major time-wasters in project operations. The construction team spends a

large part of its time in meetings. The range is from working meetings, planning sessions, problem

solving, information gathering, and management review meetings to major presentations.

LAYOUT PLAN

The layout plan of the site will depend upon two main factors: the methods and sequence of

operations to be employed in carrying out the work, and the space available. The methods and

sequence will have to be considered at the time that the estimate and tender were prepared. When the

contract is awarded, you should take another careful look at these ideas before preparing a detailed



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site layout plan. These plans must be prepared in advance and they must be prepared by someone

with good planning skills and experience. It is often easier to save money through planning than by

raising site productivity, but these savings can only be obtained if you take enough time to think

about all the possible alternatives before deciding on how to layout the site.

Transport and handling of materials always cost money. Every time you move a stack of bricks

around your site, the real cost to you increases. One of the reasons for slow progress and high cost of

construction projects is the lack of site planning, including poor site layout.

Contract Documents

Contract documentation

The contract document for the proposed project is voluminous and contains the following

documents:

a) Notice inviting tender.

b) Information and instructions to tenderer.

c) General conditions of contract.

d) Special conditions of contract.

e) Schedule of quantitative and cost.

f) Tender drawings.

g) Specification for works.

h) Forms for bank guarantee in respect of earnest money.

i) Performance guarantee.

j) Mobilization advance etc.

k) Hypothecation deeds for construction equipment.

l) Tender related correspondence and the letter of award/acceptance.



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Project Schedules (CPM/BAR CHART)

SITE CLEARANCE

Before setting up of enabling works, it is necessary to make the site clear from various aspects such

as:

Any stockpile of irrelevant material laid on site.

Any machinery, equipment or vehicle not related to proposed site work.

Plant, vegetation or crops of reasonable height in the proposed site area.

Depending upon the direction of wind mentioned, provision of temporary unit such as

barrier is made on the west side of the bridge to avoid accumulation of unnecessary dust &

rubbish materials.

Removal of small pebbles, sharp edge stones, loose soil material from the surface of site

area.

Demolition of any previous temporary structure present on the site.



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Constructing Infrastructural Facilities

The following infrastructure facilities should be constructed for the proposed bridge site:

1. Temporary roads should be leveled and a sufficient base course should be provided to cope

with the traffic that is unlikely to use them.

2. Regular power supply should be made available from the grid passing nearby or electric

power will have to be generated by installing diesel Generator sets at the site.

3. Water supply can be arranged by providing underground storage tank and distribution through

a pumping system and overhead tank.

4. For sewage disposal, septic tank should be provided and if it is not sufficient it may be

necessary to provide oxidation pond.

5. Site camps are erected on site for resident engineers & persons working on site. These are in

the form of light steel or wooden structure, which are mounted on skid beams or wheels, so

that they can be moved as and when required. These are provided with electrical, plumbing

and sanitary fixture, and the system becomes operational at site by plugging into the electrical

and water supply.

6. The site is also provided with the latest possible communication technology, such as cellular

phone, Internet, intranet, wan etc.

Organizing Utilities

1. All the utilities and resources available on the proposed bridge should be organized properly

so as to avail the maximum benefit.

2. Storeroom containing ‘A’ class items should be provided by a watchman’s cabin adjacent to

it.



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3. Steel should be stacked in open yard, protected by fencing. The utility yard should be attached

to the steel yard by a common fencing.

4. Aggregates should be stacked as near as possible to the batching plant or concrete mix, so as

to avoid unnecessary movement and double handling of material.

5. Camp for persons working on site should be located on one side of the site for avoiding dust

and noise, generated on site.

6. Store rooms should be constructed in a place where access for unloading of materials is

easier, which leads to safety of the work forces.

7. Toilets, latrines should be constructed downwind with proper slope for drainage.

8. Specialist shops like steel bender, carpenter, and block makers should be located / constructed

near to their stores or mixer, inside crane radius.

Setting Up System of Housekeeping Safe Working Environment

One of the simplest enhancers of site safety is good housekeeping at the site, because sloppy site

conditions breed accidents by themselves.

Poor housekeeping also is a sign of a poorly organized and operated job and an ineffective PM in all

areas including safety. Good housekeeping includes maintaining all construction equipment and tools

in good working order, as well as a clean and orderly site.

Housekeeping programmes should be established and implemented on construction sites which

should include provision for:

1. Proper storage of materials and equipment

2. Removal of waste and debris at appropriate intervals

RSEs are responsible for all on-site safety training for supervisors and craft labour. They also

monitor the training and safety follow-up done by the site supervisors. For example, RSEs should



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spot-monitor the toolbox meetings to see that the meetings are maintained in a relevant and effective

manner. Safety training should be simple and uncluttered in its approach. After teaching the general

site-safety regulations, it should focus on what each trade needs to know to perform its work safely.

Security

Security of the site is necessary for a lot of reasons, such as:

1. General site safety

2. Unauthorized personnel access control

3. Protection of physical assets-tools, equipment, materials, personal effects, etc.-against theft

and vandalism

4. Site control during labour unrest

5. Site monitoring during nonworking hours

6. Contacts with local security forces

7. Control of proprietary and classified information and equipment

MOBILIZATION

Project mobilization is a critical time in the birth of any project. Everyone is gung-ho to get the

project started. The client, the company management, and just about everyone wants to see some dust

flying just to feel like something is going on in the field. Don't let that sort of activity panic you into

bringing supervisory or craft people into the project too early.

Mobilization also includes carrying out enabling works, some of which are mentioned below:

Enabling works

Under works of this category, structures and appurtenant which facilitate undertaking the actual

project work are included. In the Master Control Network and planning for the project details of

enabling work would be included. The extent of enabling work would vary depending the size and



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nature of the project. On a large project costing a few hundred crores, the enabling work itself could

form into a mini- project.

The enabling works would include the following items:

1. Fencing/boundary wall around the project, fixing security check post and gates.

2. Site Office.

3. Camp for accommodating Engineers, Supervisors, and Workmen.

4. Store for materials.

5. Construction Plant and equipment

6. Static plant such as concrete batching plant, pre-cast concrete element plant, block making

plant, hot mix plant.

7. Mobile plant such as Trucks, Dumper, Bulldozer Grader, Vibratory and pneumatic Road

Roller, Bitumen sprayer Transit mixer, Concrete Pump, crane, front end loader, compressor.

These Plant and Equipment are mobile, and can be shifted from place to place on regular

basis.

Special considerations in mobilizing for remote projects

Below are some issues the contractor operating in remote regions must incorporate into its

mobilization planning:

1. Because the project is located a long way from sources of supply, plans for acquiring and

delivering materials and equipment must be carefully developed. Included is the fact that the

site may be accessible during only parts of the year. With no local hardware store, forgotten

items will be time consuming and costly to obtain.

2. Health and safety concerns may warrant establishing more extensive medical facilities than

would be needed on a more centrally located project.



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3. The jobsite will require facilities for housing and feeding workers and staff to provide these

support services.

4. Incentives, such as extra-pay increments and transportation privileges, may be needed to

attract sufficient numbers of qualified workers.

5. In developing the program, the contractor may be able to plan on 7-day-per-week work

effort, because workers will be living at the site.

6. Protection of the work due to extreme environmental conditions may be required. Examples

are cooling of massive concrete works, sheltering of work from intense sunlight and rain and

temporary enclosures and heating for projects in cold regions.

7. When environmental conditions are extreme, reduced worker productivity must be expected.

8. Likewise, construction equipment performance may be adversely affected by extreme

temperatures (hot or cold), snow and ice and lack of daylight.

9. The contractor must plan to provide extra considerations for worker safety and comfort,

such as large quantities of drinking water, shade protection and extra rest breaks in hot

regions and cold weather clothing in the Arctic.

10. Pre-fabrication and modularization of project components off site will be potential means

for cost savings.

11. A remote site may be located in a country different from that of the contractor’s main office.

If the languages are different, plans must be developed for effective communication with

employees from the local area.

Departmental Staff

The most serious project-staffing problems usually arise during periods of personnel shortage. If the

work is available, the schedule clock is running, and the project personnel are not forthcoming, you

must take effective action to get your necessary staff. Make your staffing needs known to the

personnel providers as soon as possible to give the suppliers ample lead time to locate the human



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resources. Also, make your request in writing and provide copies as high into the organization as

necessary to get the desired results.

Contractors

Contractors should be informed with a formal notice, after the allotment of work (i.e. Contract) for

mobilization of their staff, machineries & other required resources.

It is the duty of contractor to get himself & his resources mobilized well in advance before the

initiation of work i.e. before the actual execution of work starts i.e. around a week before, so as to

avoid inconvenience to the client & the subcontractors.

After mobilizing on site physically, he should impart instruction & guidelines to his staff & sub-

contractors about the proposed work & thereby the work line of action. He should also, make his

staff well acquainted with the site area & arrange his machinery in consultation with the client’s

engineer so as to avoid unnecessary wastage of time & materials.

Subcontractors

For the proposed work, the contractor has appointed subcontractors related to various stages of work

such as:

1. Labors for pre-stressing work.

2. Labors for placement of tendons.

3. Labors for casting work.

4. Labors for disposal of scrap & wastage.

The contractors should arrange the mobilization of subcontractor & possibly it should be according to

his planned mobilization so as to get himself & the sub-contractors ensured about the adequacy of

resources & information required for the execution of work.



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In case of any requirement from the contractor’s side, the subcontractor should intimate him, well

before the work starts so that the contractor will arrange for it or arrange for a suitable alternative,

after consulting with the clients engineer.

Stores and Suppliers

Storage areas should be located near to the static plants. For storage of 350 tons of cement, stacking

yards should be covered with shed. But here as the cement is to be used in large quantity for

concreting by batching plant and pre-stressed element plant, so it is stored in bulk in vertical silos.

Also 300 tons of steel is to be stored which can be stored in open yards with proper fencing and near

to bar bender’s workshop. Care should be taken that water does not get accumulated in this yard and

there is proper slope to drain the rain water. Stone metal and sand can be stored in open yards,

stacked in heaps with proper fencing so that the material does not get mix up with the outer material.

The suppliers in the vicinity should be invited on site by a formal notice and a meeting should be held

up with the consultation of clients engineer and contractor, specifying the suppliers clearly about the

following factors:

1. Quantity of material.

2. Quality of material.

3. Terms and conditions of contract.

4. Mode of transportation.

5.

Delivery at a short notice.

The suppliers should make the above factors clear in a formal quotation and submit it to the

organization. The department will further scrutinize the quotations of various suppliers and allot the

same to the most optimum supplier.



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Workshop

For the maintenance of plant and equipment both static and mobile, it is necessary to have a

workshop which will undertake the maintenance, repair, overhauling and major replacement of

equipment. Workshop is geared up to carry out preventive and scheduled maintenance which is

essential to keep the break-down of equipment to bare minimum. The workshop should have

facilities for servicing, carrying out general repair, engine over-haul, calibration of Diesel Pump etc.

Workshop should have a small machine shop attached with lathes, drilling machine, welding, boring

machine, painting, denting, sheet metal work etc. It is also to be equipped with auto electrical repair,

battery charger, tyre repair etc.

Queries

1. For the proposed bridge site near Talegaon, certain queries are searched and found for

arranging materials required for the construction of pre-stressed bridge such as:

2. At a distance of 10 kms. from the site, strata below the ground i.e. around 3m below ground

is found adequately hard so as to be used as aggregate after processing it in crushers.

3. Also at a distance of 25 kms. from the site, along the coastal side, natural sand is available in

plenty known as river sand, which is screened and used as required.

4. If transportation cost is affordable, then in between Lonavla & Khopoli, abundant of hard

rock, boulder & stones are available, which can be used at various construction stages of

pre-stressed concrete bridge.

Stores and Stacking Yards

In the project site, sufficient covered stores or open storage is necessary for maintaining the material

in good condition. Cement is usually supplied in bags, which is stored at the site in covered shed. The

sheds are constructed with brick wall, IPS floor, tubular structure trusses, roofing with sheets. Bags

not exceeding 10 are stacked one over another. If more than 10 bags are stacked then the lower bags



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tend to set making cement non-usable. In case cement is used in large quantities for concreting by the

batching plant, and pre-cast element plant, is stored in bulk in vertical silos. The silos are filled up by

a pneumatic pump fixed on the cement bulk carrier. From the silo cement is conveyed into the mixer

of the batching plant and pre-cast element plant, through a screw conveyor.

Services

The site camp is to be provided with services like electric supply, sewage disposal, communication,

telephone. In case regular power supply is available from the grid, it can be tapped and necessary

substation with transformer installed at site. If grid power is not available then it may be necessary to

generate own power by installing Diesel Generator sets at the site. Water supply can similarly be

tapped, if water lines are passing nearby in the vicinity, by providing underground storage tank and

distribution through a pumping system and overhead tank. In case water mains are not available, tube

well could be bored for water. Necessary treatment of water to make it safe for intended consumption

will have to be carried out. For sewage disposal, since the camp is only for a temporary duration

septic tank, could be provided. If it is a large site, and enough land is available, then it may be

possible to provide an oxidation pond for sewage disposal. The effluent from the pond could be used

for horticultural purposes of the site.

Transportation

The proposed bridge site is at Talegaon, located 35 kms away from Pune. The means of

transportation are as follows:

1. For staff workers & engineers, not residing on site, a minibus is arranged by the organization

for their daily conveyance.

2. In case of emergencies, such as fatal accident or injury on site, the organization has arranged

an ambulance in the form of Omni-van with small stretcher laid inside the van.



3. For immediate or unexpected requirement of material o site, 2 standby trucks are arranged

for conveyance of material on site from around the vicinity of 100 kms from site.

4. For receiving consultants and executives from the nearest terminal, an automobile is

arranged by the organization.

All the expenses required for the above conveyance are added into the total cost of the project as

contingencies.

Bibliography

NICMAR publication lesson books on Site Organization and Management

McGraw Hill publication, Total Construction Project Management by George J. Ritz

Butterworth-Heinemann publication, The Management of Construction by F. Lawrence Bennett,

PE, PhD

Butterworth-Heinemann publication, Civil Engineer Project Management by Alan C. Twort & J.

Gordon Rees

Principals of Construction Safety by Allan St John Holt, BA, FIOSH, RSP

Safety, Health and Welfare on Construction Sites, A Training Manual by International Labour

Office, Geneva

Various articles on websites