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1.

UNIT 4: ROLE OF ARCHITECT


IN CONSTRUCTION/ SITE
MANAGEMENT
1. To Understand the importance of an Architects role
in Construction management w.r.t essential services Architect for
that he has to render Quality, Speed
2. To Understand the Importance, frequency, and other and Economy
details w.r.t Site Visits, and Meetings of
3. To understand the validity and care to be taken in Construction
giving Instructions and Verbal Instruction.
4. To Understand the need for Quality Control, it’s
Importance, and how an Architect can Control the
same
5. The understand the Architect’s role in Time Overruns
at the site and how an Architect has to promptly act
to prevent it
6. To understand and list the various tasks of checking
important Constructional features at the site.
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Unit 4: Syllabus:
Role of Architect in Construction/ Site Management - Supervision and Monitoring of
Speed, Quality and Economy – Status on Project Sites – Meetings, Minutes, Instructions
and Records

Preamble: The Schedule of services as mentioned in the Architects handbook has stages 6 and
seven as follows for which an architect receives 35% of the total fees
STAGE 6: CONSTRUCTION
a. Prepare and issue working drawings and details for proper execution of works during
construction – (These Drawings are called Good For Construction Drawings – G.F.C. drawings)
b. Approve samples of various elements and components.
c. Check and approve shop drawings submitted by the contractor/ vendors.
d. Visit the site of work, at intervals mutually agreed upon, to inspect and evaluate the
Construction Works and where necessary clarify any decision, offer interpretation of the
drawings/specifications, attend conferences and meetings to ensure that the project proceeds
generally in accordance with the conditions of contract and keep the Client informed and render
advice on actions, if required.
e. In order to ensure that the work at site proceeds in accordance with the contract documents/
drawings and to exercise time and quality controls, the day-to-day supervision will be carried out
by a Construction Manager (Clerk of Works/ Site Supervisor or Construction Management
Agency in case of a large and complex project), who shall work under the guidance and direction
of the Architect and shall be appointed and paid by the Client.
f. Issue Certificate of Virtual Completion of works.
STAGE 7: COMPLETION
a. Prepare and submit completion reports and drawings for the project as required and assist the
Client in obtaining "Completion/ Occupancy Certificate" from statutory authorities, wherever
required.
b. Issue two sets of as built drawings including services and structures.

The 6th stage mentioned above are what we will be looking at in the chapter. The practices
and methodology adopted by various architects to see that they perform well in this role are
many and varied. It would be a mammoth task to describe all of them.

Let’s begin the discussion in the order stated above

4.aGood-for-Construction (GFC) drawings: Most contractors request the Architect to


issue GFC working drawings well in advance so that activity planning can be done with great
accuracy. However, Architects often issue drawings as and when needed in the course of the
construction, which sometimes hampers the speed of the project. Architects should, therefore,
issue the complete portfolio of GFC drawings to the Contractor immediately after the
commencement of construction to ensure timely completion. Ideally, Three sets of GFC
drawings should be issued to the Contractor - One for the Site Office, one for the Contractors
Office, and one as a Site Working copy.

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Drawings issued for construction should always be numbered and dated - especially all Revisions
should be marked R-1, R-2 etc. and dated - otherwise work may be carried out as per a wrong
drawing which may have been subsequently revised. Old drawings should be destroyed immediately
after issue of the revised drawings. Contractors are expected to thoroughly study the working
drawings before construction, and revert back to the Architect for any queries and clarifications.
SHOP DRAWINGS showing the details of structural steel fabrication work, bar bending schedules, or
any special shuttering work have to be prepared by the Contractor and got approved from the
Structural Engineering Consultant, under intimation to Architect.
4.b Approve Samples:
4.c Check and approve shop drawings:
4.d Visit the Site of Work or Site Visits:
The overall idea of this phase of an architect’s job is to see about the following three areas
of concern
 COST of Construction
 QUALITY of Construction
 TIME required for Construction

In general, the architect is expected to visit the site from time to time to familiarize himself with the
progress and quality of the work being performed by the construction team.
On the basis of these on-site observations, the architect is expected to keep the owner
informed of the progress and quality of the work. When the work requires changes, the
architect often designs or specifies the change and oversees the contractor's
implementation of the change.

What Is To Be Observed And Noted By The Architect During His Visit To A Site?
1 First take a round of the construction site to note the following :
1. Note the Stage Of Work (Volume) as per the Tender
2. Note the Activities In Progress (Speed of construction)
3. Note the Workmanship of the work (Quality of construction)
4. Note the Risks and Hazards – and Safety violations if any.
5. Note the Hygiene and Sanitary provisions for Workers
6. Note the Materials In Stock on site – Check Materials Register
7. Note the Security Arrangements and Material Storage facilities.
8. Note the availability of required Machinery And Tools on site
7 Check if all required Documents And Plans are available on site
8 Check the Visitors Register, Measurement and Instructions Book
9 Enquire with Contractor, Supervisors, Laborers’, if any problems

 Frequency:
 The Architects site visits to local construction sites may be once every week,

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 Visits to out-of-station sites may be fortnightly, monthly or as per mutual agreement


with the Owner and Contractor.
 Site visits to overseas projects may be bi-monthly or quarterly.
 However local visits could also be arranged for in case of clarifications being sought out
by the contractor when an architect may deem fit that the matter could be sorted out
better by a site visit than by discussion in the architect’s office. The same applies for out
of station visits wherein the Local Architect may visit the site for these clarifications.
 Weekly site visits are, however, recommended for efficient monitoring of the progress
of the work, and are necessary to resolve any problems in construction on a regular
basis.
 Meetings: Site meetings should be formally conducted by the Architect and should be attended
by the Contractor and the Client / Owner. Protocol should be maintained in the conduct of site
meetings- with an Agenda, reading of previous minutes, and confirmation for record
Minutes and all discussions and all decisions should be recorded, documented and circulated to all
present.
1. Plan and fix a particular day of the Week for the Site Meeting.
2. The Day and Time of the Meeting is to be strictly followed.
3. AGENDA for each meeting should be circulated to all earlier to all concerned people like Client
and/or his representatives, Contractor and /or his representatives, and all the Consultants like
Structural, MEP, HVAC etc. etc. and/or their representatives,
4. Take a physical round of the construction work in progress.
5. Record the points / issues to be discussed in the meeting.
6. Call the meeting to Order. For the Formal proceedings.
7. Read and confirm the minutes of the Previous Meeting.
7 All present should Sign attendance in the Meetings Register.
8 Discuss and Record Minutes of discussions in the Register.
9 Assign duties and responsibilities to all present after discussions.
10 Circulate the Minutes of Meeting to all, with Date of Next Meeting.

What Is An Agenda?
 Preplanned List: Agenda is a pre-planned List of topics to be discussed in a meeting. It is
important to have a pre-decided schedule of all activities to be carried out on site.
 Objective to resolve disputes: The Agenda for every site meeting has to be prepared with an
objective to resolve major disputes, review and record the progress of the work, and, to
solve problems.
 Circulation of Agenda: The Agenda is generally circulated to all invitees at least a day in
advance. However, some flexibility should be permitted for “on-the-spot” discussions and
decisions.

What Are Minutes Of A Meeting?


Minutes of the Meeting are the verbatim Record of discussions and transactions. These should
include
1) Who Said What?

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2) Whether the statement / suggestion / solution, or comment is made for some consideration,
and
3) Any other points.
Minutes of a Meeting (or MOM) must be filed sequentially in the Architects office as a record of the
project, and this record must be maintained / kept for Four years.

4.e Instructions:
• Definition: Construction contracts generally give the contract administrator the power to issue
instructions to the contractor. These instructions can be called ‘contract administrator’s
instructions’ or ‘Architects’ instructions’ (AI's).

• How to Record Instructions: Instructions and directives of the Architect should be given in a
Triplicate Book to be maintained by the Contractor in the site office. The instructions issued in
the triplicate book are to be signed by the Architect, and acknowledged by the Contractor. Any
major decision or instructions that may result in escalation in the cost of the project, or require
an extension in the time for completion of the project, must also be endorsed with a signature
by the Owner or the owner’s representative present in the meeting on site. One copy of the
instructions is given to the Architect and one copy is given to the Owner.

• Need for Instructions: Broadly Instructions may be given:


 To vary the works
 To postpone the works.
 To remedy workmanship, goods or materials which are not in accordance with the contract
 To sanction a variation made by the contractor In relation to the expenditure of provisional sums.
 To open up work for inspection.
 To carry out tests.
 To exclude persons from the site.

• Validity of Instructions: The contractor must comply with the instructions within certain
limitations. The contractor has the right to ‘reasonably object’ to an instruction, and instructions
can only be given as empowered by the contract. On receipt of an instruction, the contractor
may ask the Architect to inform them which conditions empower them to make that instruction.
Disagreement about the validity of an instruction may result in a dispute being deemed to have
arisen, and the dispute resolution procedures of the contract will then come into force.

• Variation in Quality and Quantity and Rate:


 If an instruction requires a variation in design to be carried out by the contractor the instruction
may be considered to alter the employer’s requirement. Herein it would be advised for all the
parties to take the client’s consent in writing to avoid any disputes in the future
 If an instruction constitutes a variation in Material Specification or Quantity or Quality from the
one recorded in the Contract, then the contractor may be required to give a variation rate and or
Quantity quotation, and the works described in the instruction will not begin until the Architect
has confirmed their acceptance of the quotation.

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• Notice to Comply: If the contractor does not follow an instruction, the Architect may be
required to issue a 'Notice to Comply' to the contractor. If he still fails to comply, the Architect
can instruct others to carry out the work and the contractor will be liable for any additional costs
incurred. It is important therefore that such costs are properly recorded, and if possible a range
of quotes obtained.

Verbal Instructions:
 Recording of Verbal Instructions: If an instruction is given verbally, either the Architect should
subsequently confirm the instruction in writing, or the contractor should confirm it in writing,
and unless the Architect tells the contractor that the instruction is incorrect, then the
contractor’s description of the instruction will stand.
 Confirmation of Verbal Instruction: This confirmation is referred to as a confirmation of verbal
instruction (CVI) or an Oral confirmation sheet. The contract should set out the exact
procedures and the timescales for issuing such an instruction and non-confirmity from it.
 Verbal Instructions Clause in Contracts: Contracts can be vague about the nature of such
confirmations, other than that they should be given in writing. They should also be dated and
signed. There are various instruction pro-forma that can be purchased. It is sensible to send an
instruction by recorded delivery, or to confirm its receipt in the minutes of subsequent
meetings.
 Instruction Proforma: On some projects, there may an automated system in place for capturing
and managing CVI’s and other instructions. Generally instruction Proforma should include:
 Details of who is it issued by and whom is it issued to.
 The date.
 Details of the contract that permits the instruction.
 The number of the CVI.
 Details of the instruction.
 The signature of the party issuing the CVI.

 Cost Borne due to Instructions: Where an instruction is given to open up work or to carry out
tests, costs incurred will be added to the contract sum unless they were provided for in the
contract bills, or if the work opened up or tested proves to be defective. If such an instruction is
given because other similar work, materials or goods were defective, then no addition will be
made to the contract sum as long as the instruction Compiled by is reasonable.

 Disputes Arising due to Verbal Instructions given or Believed to be Given:


 Work that has not been done which the Architect believes has been agreed.
 Work that the contractor has done but the client does not wish to pay for.
 Whether the instruction has been given to the right person, by the right person.
 Whether the instruction is allowed under the contract.
 Whether it has been properly valued and the value agreed.
 Whether the consequences on the programme have been properly considered.
 Whether an extension of time should be awarded.

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4.f Quality of Construction: Inter-relationship of Cost, Quality and Economy


Before we begin a serious discussion on an Architect’s Role in maintaining the Quality of
Constructions we must understand the factors that affect the Quality.
11 C’s that affect Quality in construction:
1. CLIENT: Unclear requirements, Illogical preferences and Unrealistic expectations of the client
results into misunderstandings among stakeholders, delay in schedule and cost overruns -
affecting the quality of the end result.
2. COST: Cost overruns are a major hindrance to quality. To save upon costs, the first thing that is
sacrificed is the quality of the material, products being used, people being employed and the
methods being chosen for construction.
3. CONTRACTOR: Misunderstandings between the designer and the contractor about the quality of
the product required, is often the case that end results in not up to the desired expectation.
4. CONSTRUCTION: Construction Methods (Steel / Concrete / Wood / Composite) must be pre-
planned. Procurement of materials in required time and their quality check must not be ignored.
Construction phase is the phase which has the highest impact on how the design is being
executed and the quality is being achieved.
5. CONTRACT: The nature of the contract will affect the quality of construction. More control over
quality can be expected in design/build or a project with construction management than in a
lump sum contract or a design-bid-build contract in which responsibilities and communication
among stakeholders is limited.
6. CONSULTANT: Quality is achieved when the teams work collaboratively. When sub-consultants
are involved in the project from the very beginning and are brought together for making
important decisions, communication gaps are reduced and deliverables are produced with
higher awareness and higher quality.
7. CLIMATE: Considerations to face difficulties related to physical geography, ecosystem and
environment must be considered in the project. Construction technologies adopted to suit the
climate must be planned at the design stage. Not being able to do so, results into a delay of
time, cost overrun and reduced quality. Not being prepared for the harshness of Climate is a
major hindrance in quality.
8. COMMUNITY: Community support is required for any project to be successful. Good quality will
win the confidence of the community and poor quality will turn the community and the project
stakeholders against each other.
9. CALENDAR: Time is money. The schedule of design as well as construction is important to
maintain the quality output. When project is delayed, quality of people, construction methods
and management procedures are not given priority in order to simply save as much time as
possible. This attitude results into more damage to the quality of the end result.
10. COMPLEXITY: Complexity of the project affects the quality the most. A house is different from
an art gallery. The people involved in managing the complex buildings must be well trained to
implement quality strategies during the building process.
11. CORE PROCEDURES: Often, good quality management strategies employed in one project are
not carried forward to another and a lot of knowledge is lost in transition. Documenting and
recording the best practices, will result into employing better told, techniques and people into
the next project improving the quality continuously.

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Importance of Quality Control: Quality Control is important for your construction work. Quality
measures the quality characteristics of a unit, differences between the results obtained and the
desired results in order to make decisions which will correct any differences. One way of controlling
quality is based on the inspection or verification of finished products. The aim is to filter the
products before they reach the Client.
Poor quality results in:-
1. Additional costs and delays when work has to be redone.
2. A poor reputation for contractors.
3. Additional costs to clients when defects have to be repaired later, for increased maintenance
costs or for disruptions to their operations while defects are repaired.
4. Can cause injury and death if the structure fails.
So Quality Control is necessary
Quality Control (QC) is the contractor's definition of how the project quality will be managed during
construction of the project.
It establishes a framework with defined procedures and practices to ensure that the completed
product meets or exceeds the project specified quality requirements. Lutech has an exhaustive
quality control program that applies to all of our construction work. A quality manager is assigned to
each project and is responsible for the implementation and coordination of the quality program.
The importance of quality control in project management:
Quality control in construction means making sure that things are done according to the plans,
specifications and permit requirements.
The quality assurance process checks the quality plan and quality control process to confirm that
quality standards are implemented on the project site.
Quality is an important factor when it comes to any product or service. Quality control is essential to
building a successful business that delivers products that meet or exceed customers' expectations.
It also forms the basis of an efficient business that minimizes waste and operates at high levels of
productivity.
The responsibility of the project engineer is to ensure that quality control is implemented effectively.
There are many reasons, including safety, costs and conformity issues. When the quality of the
concrete used in the foundation of the building is not checked, the building could collapse and in the
process kill and injure many.

4.g The Architect’s Primary Role in Controlling Time:


PROMPT AND TIMELY RESPONSE
No matter how narrow or broad the scope of architect's responsibilities, the architect typically has
an express obligation to take all actions with reasonable promptness so as not to cause a delay in the
work. Even if "reasonable promptness" is not specifically defined in terms of the number of days
considered acceptable, the durations may be established by customary practice, by confirmation or
clarification at early job meetings or by calling attention to specific requirements in the appropriate
correspondence as individual situations may dictate. Most contracts do not have a time span
specifically mentioned, but many contracts do have a “no later than X days after submission” type of
language which I Strongly recommend.

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Common activities that the architect will normally be required to perform at such "reasonable"
speeds include the following (This is to ensure that the Architect’s Office does not get blamed of the
Time Overrun)

a) Review and approve of shop drawings. And Endorsing the same with date added and copy filed

b) Review and recommend/approve change orders. And Endorsing the same with date added

c) Prepare change order designs.

d) Approve requisitions for payment – Contractor’s Bill Checking: For this the usual procedure of
Recording measurements and checking and endorsing the same in the Measurement Book upon
completion of a small job, to time Recording, Periodic Checking and Endorsing of Measurements
in the Measurement Book is absolutely necessary. Generally when the Contractor raises a bill, it
is the primary duty of the Architect to see that the bill is checked for measurements on the site,
rates checked from the Contract Document and Arithmetic of Rate x Quantity checked and
Totaled before submitting the bill to the Client for Payment. The Architect must also follow up
on the client when the contractor gets to his notice that the client is delaying payment. The
clause for delayed payment must be thoroughly gone into before drafting the contract and
adhered to on delay of payment.
e) Issue documentation (meeting minutes, transmittals, etc.).

f) Make site inspection/ do testing. Detailed out Below includes Centre Line Checking, Quality
Tests for Soft and Hardened Concrete being cast, Checks before Columns, Beams and Slabs are
cast.

g) Respond to contractor questions.


The architect should properly, and completely, respond to the usual and unique situations within
either the stated or implied time constraints. If not, he or she will risk bearing the responsibility for
any resultant damages.

Few of the Important Inspections to be done by the Architect or his representative during the course
of construction are as follows.
a. Centre Line Checking
General practice is to check when the footings are ready for concreting i.e. reinforcement is entirely
tied up. However, the ideal practice would be to check it in two phases.
1. Check Formwork as well as soil strata
Before you allow placing of reinforcement, check the formwork and soil strata. It is necessary as
certain formwork defects can’t be corrected or are difficult to correct after reinforcement is placed
in position.
2. Checking Reinforcement
Check, whether the reinforcement has been placed as per size and spacing, given in the structural
drawings. Hence as a standard engineering practice, one should check the formwork before
reinforcement is placed or tied.
3. Centering and shuttering/Formwork:
Even before commencing the shuttering & centering/formwork for footin , the following points need
to be checked

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•Check the centre lines/margin from boundary etc. from reference column/bench mark pillar. check
whether you are getting all statutory margins from the road and all rest boundary as per law and as
drawing. Also, check orientation with respect to North.
•Ensure that the foundation is resting at a designed depth as per drawing.
•Size of formwork box should be as per drawing and it should be made up of approved materials.
•The formwork should be dry and shall be cleaned carefully before applying mould release agent.
The same type of release agent should be used throughout on similar formwork materials.
•The surface of formwork should be even and thinly coated with mould release agent.
•The mould release agent should not come in contact with reinforcement or the hardened concrete
as it will affect the bond between steel and concrete.
•The height of shuttering should be same as that of the height of pedestal and joint should be sealed
to prevent any leakage of the cement slurry.
•Footing box should be supported properly so that position of footing box does not get changed
during concreting.
•Centre of the footing should be marked with help of nail on planks or footing box.

b. Checking before Column Casting


• Check the numbers and diameter of vertical bars and Spacing between vertical bars
• Check Development length which depends on diameter of bar and given in the foot notes.
• Lapping in alternate bars should come at same height.
• Lapping should not come inside beam or slab. Lapping should be at l/3 or 2l/3 of column as per
structural notes
• Spacing between stirrups is as per the drawing
• Hook should be bent properly at right angles.

c. Checking before Beam and Slab Casting


• Beam bottom's line, level & width and Beam side's line, level & plumb should be checked
• Beam to beam measurements and Individual level & diagonal of each slab bay to be checked.
• Slab thickness & beam depths should be checked.
• Check for the sunk if any as per the approved drawings.
• Junctions of columns & beam shall be checked so that they are watertight.
• Formwork of staircase to be checked for dimensions of tread and riser, level of treads, plumb of
risers.
• Reinforcement and cover shall be checked for beams and slabs as per R.C.C drawing
• Proper number of chairs shall be provided for slab.
• Dowels (if any) required to be provided for elevation features/future extensions to be checked
• Electrical points, electrical piping (conduits)/fan hooks shall be checked as per drawing.
• Parapet (Pardi) bars shall be left for balconies/staircase etc.
• Reduction of column as per drawing shall be done if any.
• Ring (stirrups) shall be provided at the free end of each column reinforcement
• Gaps between plates /planks should be filled. Taping should be done at ply joints in care of ply
shuttering.
• Approval of architect and R.C.C Consultant shall be taken prior to pouring.

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• In case of large slabs, position of concrete joints shall be decided in advance as per approval by
RCC consultant.\
• Check the availability of required labour strength, mixer, lift, vibrators, masons, weigh batcher,
diesel/petrol and plastic sheets etc. before start of concreting.
• Hidden beams /inverted beams/cantilever beams to be checked.

4.h Monitoring Time
• Time Management: This is the most critical part of planning where a Contractor has to
evaluate his options in executing each Item in the B.o.Q with respect to Time and Cost.
Increasing labor and machinery to reduce Time, versus executing the item with minimal labor
and machinery over a longer time span to reduce construction Cost and increase profit is the
dilemma before every contractor. On one side, there is a strict time deadline to be adhered to,
and on the other side the Contractor has to make a Profit. He also has to get approval for the
Time schedule Bar Chart from the Architect and Owner.
The general practice would be in the following steps
1. Graphical Schedule: The Contractor makes a schedule using any of the following techniques
a. Grant Bar Charts
b. Critical Path Networks - CPM
c. Program Evaluation Review Technique- PERT
d. Microsoft Project
e. Any Other Technique

2. Approval of Schedule: The Schedule presented graphically along with cash flow is to be
approved by the Site Supervision Engineering Team from the Architect’s Office
3. Monitoring the Schedule: The Site Supervision Team monitors the work on the site by
comparing it with the Schedule submitted and keeps the Client and Contractor informed of
the timely completion or delay of individual works and the effect of the same on the overall
time-run of the project.
4. Rectification or Making Good: The Architect’s team identifies the time delay and the
reasons behind the time delay. It asks for the Contractor to suggest Remedies to make good
this Time Delay or suggests the remedies if the contractor’s work is the reason behind the
delay. Sometimes payment delays, drawing delivery delays, sample and shop drawings
approval delays could also be the reasons behind the delay. In such cases the necessary
action by the concerned person could put the project back on the correct time Path
5. Monitoring the Schedule throughout the Project till Completion

6. Monitoring Other Issues of a Construction Project:


a. Material Management: The Contractor has to plan the procurement of all the required
materials on site so that the work proceeds on schedule without any delays. The suppliers -
product manufacturers, whole-sellers (distributors) or retailers, if necessary, have to be
identified, prices have to be negotiated on 'project' basis to get the best options, and orders
have to be placed, most often with advance payments.

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The schedule of deliveries of required material has to be planned in tune with the item wise
activities scheduled on a day-to-day basis in the bar chart. Most Architects will NOT excuse delays in
the work schedule if any Contractor offers an excuse that the project is delayed because the
required material could not be procured on site in time.
The Contractor also has to plan for the storage and security of the material procured on the
construction site. Precious material like Cement can be wasted if not stored in dry sheds properly -
away from any contact with moisture - on raised platforms and away from side walls of the leakage
proof storage shed - protected from the rain at all times.
Cement, moreover, has to be stored in time-marked stacks where consumption has to be controlled
to avoid expiry. Cement older than three months is NOT fit for construction
Steel has to be stored in a dry area to prevent rusting. If Structural Steel acquires a rust coating on
the construction site, it will have to be sand-blasted before use - at the Contractor's cost. Steel
delivery on site and its consumption, therefore, has to be carefully planned. Steel - both,
reinforcement and structural has to be PROTECTED from THEFT. Steel Yard, therefore, has to be
separately secured on the work site.

b. Labor Management - workers, helpers, supervisors, and Construction Site Managers - is


always a challenge to any Contractor. It is not only necessary to deploy minimum or
optimum number of personnel on the project site, but it is also necessary to evaluate the
capabilities, temperaments, and skills of each person selected for work on the project in
hand. Conflicts and quarrels between the Contractors personnel on the site can often result
in delays and sub-standard quality in the project.
The Architect has the right and privilege to approve or reject any of the Contractors supervisory
personnel, and even skilled and unskilled labor, if found to be unsuitable.
The challenge before any Contractor is to deploy the right number of laborers with the required
skills and expertise to execute the project in the minimum cost and time. The Quality of the project
is most often dependent on the Site Supervisors of the Contractors, and the project manager, and
many Architects often demand known Site Engineers and Project Managers to ensure the required
and assured Quality of work.

c. Machinery Management: For any Building Contractor planning and scheduling of a


construction project, the use and deployment of appropriate construction machinery is very
important in the establishment of 'efficiency' in construction management. Time and motion
studies of work activities have proved that Optimum use of machinery with appropriate
number of labor have given the best results in terms of speed and quality.
For instance, using RMC versus conventional site mixers for concrete work reduces the COST, and
increases the Speed, and provides a better Quality of the concrete.

d. Money Management: At the beginning of any new construction project, every Contractor
has to organize adequate finance to begin the project and continue the work until the first
R.A. Bill is raised and settled. Most Contractors have an overdraft facility with their Banks to
provide the initial capital to begin a project. The Contractor has to calculate his liability of
interest payment on the overdraft, against his anticipated profit from the work, to decide
the amount of overdraft.

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Most Contractors, therefore, request an interest free Mobilization Advance from the Owner /
Architect to bridge the time period from commencement of work to the receipt of the first RA Bill of
work. The intelligent Contractors also negotiate Material Advance payments, Ad-Hoc payments
against RA Bills, and have other financial arrangements with the Owner to ensure timely payments.
The Architect of the project generally supports and endorses the proposals of the Contractor with an
objective to expedite and economize the project as far as possible.

e. Quality Checks and Testing : The terms and conditions of reference in the Tender / Contract
requires the Contractor to Test / Certify many Materials and works carried out on site - at
his own cost - in the course of the project. The Contractor, therefore, has to tie up with a
Test Laboratory approved by the Architect, to get the necessary tests done and provide the
Test reports to be submitted with his R.A. Bills.
If any material or workmanship fails to achieve the Quality standard required in a Test, the
Contractor does Not get paid for the work - which may also have to be re-done. Quality is the
primary responsibility of the Contractor as per the Tender conditions and Contract, but Quality is
also the joint responsibility of the Architect as the project Site Supervisor. Different construction
technologies will have their own Quality Standards, and the Tender conditions require the
Contractor to adhere to the I.S. Codes of the B.I.S.

4.i Theory Questions


1. Write a short note on Good for Constructions Drawings and Shop Drawings.

2. Write a comprehensive note on Site Visits w.r.t the following points


a. Observations on a Site Visit
b. Frequency of Site Visits
c. Site Meetings : Agenda and Minutes of the Meeting

3. Write a comprehensive note on Instructions on site w.r.t the following points


a. Need
b. Validity
c. Notice to Comply

4. Write a Short note on Verbal Instructions

5. List and explain the various factors that affect the quality of Construction

6. Explain the Architects role in controlling time of construction including his own prompt response
to contractor’s Queries

7. Explain in brief the following


a. Centre Line Checking
b. Checking before column casting
c. Checking before slab and beam casting.

Unit 4 Role of Architect in Construction and Site Management Compiled by Ar. Rajiv Raje @ Ar. Arthur Cutinho;Ar. Nalini.N
61

8. How does an Architect Monitor the time Schedule of Construction

9. Explain the Architects role in the following parts of monitoring construction on site
a. Material Management
b. Labor Management
c. Machinery Management
d. Money Management
e. Quality Checks and Testing

Unit 4 Role of Architect in Construction and Site Management Compiled by Ar. Rajiv Raje @ Ar. Arthur Cutinho;Ar. Nalini.N

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