3-4 Timetable

The project manager should conduct one or more informal sessions with key personnel assigned to the project such
as:

1. The construction superintendent

2. Job buyer
3. Drafting room coordinator
4. Job expediter

The sequence of construction activities, which are related to optional early and late starts, will serve as a running
list of individual job components, with notations to work activities with greater importance and priority over the others.

Specifications for equipment and materials, which are in the development, should be processed according to their
importance or urgency in the overall project. The design and drafting effort can be organized, to produce those drawings
that are necessary at the early stage of the construction program for field installation or to complement an urgent
purchase of materials.

At this early stage of construction development, it is essential and timely for the procurement committee to place
orders for long term delivery of items at an early phase of the project. The relative urgency of the on-site receipt as
scheduled, may be used in establishing a shop fabrication schedule with the supplier.

One important function of the construction planner is the preparation of an accurate manpower estimates
assigned to each function. This can be done on the basis of manpower category of the works like: working on foundations
and underground facilities or by craft such as carpenters, tinsmith, plumber, electrician, laborers or by group methods.
The manpower distribution and classifications can be done in two ways: by manual or by the use of computer. By manual
method, it takes more time but results in a more accurate and realistic summary as an anticipation of the need without
reverting to an average manpower distribution.

On the other hand, manpower distribution by computer, lessen the engineers time but the result is less realistic
because it is applied on the average manpower loadings to the computer. The manpower summary result will be lower
than might be realistically anticipated. Where time is available, the manual method prepared by an experienced engineer
is preferred.

3-5 Project Engineer's Review

The Project Engineer must:

1. Review the timetable thoroughly

2. Raise questions on its overall logic and workability
3. Offer constructive criticism on detailed work functions and interrelated activities

Invariably, this review will result in a minor revision of the schedule. After gathering most of the detailed
information and made part of the timetable, the entire program is broken down into several component parts.

After the projects have been delineated on the timetable as a separate job with minor qualifications, it can be
considered as a project itself. As the project becomes an active construction program in the field, its progress, man-hour
utilization, field labor expenditures, quality and quantity of suspension, and major material status are all monitored and
recorded at the field and home office.

The manpower assignment for each activity on the timetable is then translated into a graphical presentation,
showing the anticipated manpower expenditures and the target progress of the work in percentages.

1. By graphical reporting, manpower and percentage accomplishment is easier to evaluate showing the general
direction and condition of the job.
2. Data are received by way of one-page weekly progress report and a weekly field payroll report.
3. A field man-hour report is submitted every month.

By close control and evaluation of field cost and man-hour expenditures it can easily detect the following:
 1. Possible budget man-hour overruns
2. Craft peaks
3. Weakness in supervision coverage
4. Inadequacy of tools and equipment

The manpower and "Percentage Complete" graph will indicate the possibility of sustaining a successful rescue
operation by keeping a constant watch and taking possible action as soon as the program begins to lose ground. The graph
indicates the necessity of having pre-planned schedule to provide a basis for monitoring, assisting, controlling and
adjusting a program when it deviates from the prescribed path.

A daily look at the graph, alerts the Project Manager and his home office to the possible need for a radical action such
as:

1. Manpower reallocation for elaborate re-scheduling or

2. For a speedy economic analysis of the whole project to determine whether extra manpower or two shift operation
may be necessary.

A periodic visit to the construction site is necessary for the various members of the central construction department
staff to audit the program so that:

1. A first-hand review of the progress is made and the general status of the work is compared with the timetable and
discussed with the key field supervisory staff.
2. Home office assistance is offered to the field superintendent in pushing particular phases of the project that may
be held up in such areas as drafting of procurement.
3. Suggestions are made and discussed with the field organizations as to how its progress can be improved.

Discussions and review of construction problems at the site assures a clearer understanding of the work status for the
following actions:

1. Alternate solutions may be reviewed

2. Exchanging ideas for a better solution
3. To implement results as agreed in the meeting

The site review, gives everyone an opportunity for a general discussion of ideas and techniques on concurrent
construction work. The best pre-planning approach requires a constant attention to a construction project. Above all pre-
planning should be flexible enough to give it a chance to adjust quickly and radically at any time when it be necessary.

3-6 Preliminaries and Site Management

After a contract is awarded, the contractor has to:

1. Determine the key person to supervise the work

2. Make provisions for the equipment to be used.
3. Determine the location and methods of erecting temporary structures such as:
a. Job offices
b. Storage sheds
c. Workshops
d. Roadway, etc.
e. Bank house for workers and facilities.

The layout of these structures should be planned carefully, in anticipation of its removal during the excavation of
the permanent works more particularly, the storage and its contents, which might cause disorganization and delays.

The job should be adequate, but not excessively staffed, to ensure efficient execution of the work. Large
construction work needs competent foremen. The contractor must be selective in sending men of proven ability and
qualification to start the work even if they are replaced later by selected personnel engaged locally.
 The construction site should be maintained in strict tidiness and in all orderly routine because it has a psychological
effect on the staff and workers, which promote conscientious service. Remember that the owner would like to see the
actual work getting under way in its fullest operation and orderliness.

In carrying out the construction work, idle time and unnecessary cost should be avoided. Time saving devices such
as telephone, loudspeakers, signal posts, traffic control, sign board location and other economy measures should be
installed immediately upon commencement of the work. Before the work get started, it should be first established from
which the buildings may be demarcated on the ground.

The contractor should procure sufficient copies of the plan and specification to distribute among his supervisory
staff. This will thoroughly acquaint them with the details of the job. Like-wise, the sub-contractors and consultant should
be furnished with the plans and specifications so that there is no excuse for mistake and delay on this account.

Preliminaries in Organizing a Construction Job

Project undergoes series of stages which includes:

1. Planning
2. Execution of major activities
3. Project phase out

Project construction life cycle requires various requirements such as:

1. The site must be found and boundaries relocated

2. Plan must be drawn
3. Plan must be approved by the owner
4. Building permit must be secured
5. Succession of personnel follows

The main objectives in the preliminaries of organizing a construction job are:

1. To secure the necessary licenses and building permits

2. Prepare a time and progress chart.
3. Have an access to the site or a temporary roadway.
4. Construction of boarding, fences, and temporary shed.
5. Construction of temporary field offices for the staff.
6. Arrangement for canteen facilities.
7. Cleaning and leveling the site.
8. Demolition of existing structures
9. Disposal of materials obtain from the demolition
10. Shoring to adjoining structures
11. Arrangement for temporary water and electric supply
12. Allotment and preparation of storage space for use of contractor and sub-contractors
13. Allotment of space for borrows pits or other sources of fill to be brought in.
14. Provision for drains and soak-ways.
15. General site problems including any special features.

Organization of the Work

Organization of the work, consist of making proper assignments and sequence of the works in a systematic order
aimed at the best use of labor, materials and time. The organization of the work is the responsibility of the contractor
under the direction of the supervising Architect or Engineer.

Each has their own duties to perform in the interest of their employer - the owner. Most of their respective duties and
responsibilities were stipulated and defined in the contract, and all will be better exercised if each one appreciates the
duty and responsibility of the other. The contractor is generally responsible to the owner for the following duties:
1. Providing and making access roads with due regards to the convenience of construction.
2. Erection of site office in a central position to facilitate checking of all site activities.
3. Erection of store shed of adequate capacity to ensure:
a. Protection of materials against damage
b. Protection of materials against deterioration
c. Prevent materials from wastage and pilfering.
4. Construction of temporary quarters and ancillaries for labor with due regard to site of works, amenities and
hygienic conditions.
5. Appointment of supervisory staff possessing technical knowledge and capable of controlling the work and labor.
6. Early arrangement for construction equipment.

The Engineer or Architect on behalf of the owner is also responsible for the following duties:

1. As representative of the owner

a. Act as interpreter of the plan
b. As guardian and arbiter between the owner and contractor
2. Maintain site records and documents like:
a. Layout plans
b. Contract documents
c. Time and progress chart
d. Work diary
e. Contractor's order book
f. Records of tests
g. Progress report
h. Measurement book, etc.