Site Establishment Plan: Components And Precautionary Measures

Prepare a site establishment plan for the site documented in Project 3. Your plan can be ruled or sketched but must be to a suitable scale. The components shown on the plan must include:
• Security
• Access
• Signage
• Environmental considerations
• Site accommodation – assume a maximum of 30 people on site on any given day
• Services

Your building organisation is a small to medium sized company specialising in commercial projects in the range $2 million to $5 million. The company typically has 6 projects underway at any time and is made up of the following personnel:
• Construction manager
• Construction supervisors (2)
• Site managers (6)
• Estimator (1)
• Cadet estimator (1)
• Contracts/material supply officer
• Office manager

Your building company is the successful tenderer on Project 3. You have been advised to expect to sign contracts in the near future and to advise a commencement date for construction. Given the design of the project and the early need for structural steel on the site and the fact that you are unable to let a sub-contract until the Head Contract is in place, you are hesitant to advise a date without some careful consideration and planning. The process for securing the steel on site.

Components of a Site Establishment Plan

A site establishment plan is necessary before the actual construction works begin. The main purpose of the plan is to ensure that the site is established in an efficient manner. The rapid establishment of a site will provide a place where the equipment, materials, and plants are safe from damage and vandalism.

Basically, the site engineer is responsible for the establishment of the site and the outlining of the boundaries (Barhale, 2015). He/she, therefore, works according to the site establishment plans and sets out the activities that precede any construction work at the site. The establishment plan basically functions as a guide to the works that are to be carried out at the site and as a matter of fact, provides the working blueprint for the site. However, there is the initial survey to be taken before an establishment plan is drafted. A survey is taken prior to the establishment of the site and its basic function is to provide insight on the various features and terrain at the site. In this, the best type is a pre-entry survey and may include photographs and pictures. However, it may be advisable to have a written record as a supplement to this pre-entry survey (Barhale, 2015)

Thereafter, after the establishment of the plan, there are various precautionary measures that need to be taken. Therefore, the precautionary measures are put in the establishment plan for the purpose of providing insight to the site inspector. Some of the precautionary measures include the detailing of structures that need to be protected, detailing the footpaths that the pedestrians and other users need to take, a no-go- the land that is adjacent to the site among others.

The site plan provides valuable insight to all the workers at the site. It is in this plan that the detailing of the various accommodation facilities is done. In this, it describes the basic locations of every accommodation present at the site ensuring that the designated workers do not get lost when in need of accommodation. However, the site plan may pose a significant challenge to the workers who, to some extent, may be illiterate. Therefore, this site plan has to be easily understandable to the various parties at the site. Another important piece of information to be included are the different building structures such as offices and other operational facilities such as equipment bases, machinery bases etc. Basically, this ensures that the operations at the site are not limited by the inability to understand the bearing and direction of the different structures at the site.

Precautionary Measures

The boundary between the site and the public domain should be clearly outlined to prevent trespassing. As a matter of fact, the boundary should be well established by features such as fencing, using lockable gates etc.

The site plan shown on the next page represents the basics of the site. The blue lines indicate the extent of the working area. The red line represents the footpaths within the site while the rectangular structures represent the accommodation, offices and equipment housing

An organizational chart plays a very crucial role in the functioning of a company. It is a diagram that basically shows the structure in an organization. The diagram, in most circumstances, is headed by the superiors and their relation to each other. Therefore, the ranks of the workers in any organization are displayed in the company’s organizational chart and as such, prevents the juniors from disrespecting their seniors by indicating the level of command that one possesses. Furthermore, the organizational chart indicates the relationships between the different departments of an organization. Therefore, by presenting, in a pictorial form, the relationship between the different officials and the departments, it serves the purpose of enabling a person to have an overview of the whole organization in a single view.

Some of the relationships indicated in an organizational chart include the directors to their managing directors, the C.E.O to the various heads of departments, the managers and their workers etc. However, in some extreme cases, the organizational chart may have too much detail and as such, it becomes bogus. In such a case, the organizational chart can be split into smaller charts.

One major disadvantage of an organizational chart is the need to change the hierarchical order of the organization or the staff. In this regard, the durability of the organizational chart is limited and can easily expire. Therefore, only well-established organizations need to consider an organizational chart. The second disadvantage is that they do not display or show the means of command and in some cases provide very little information to the reader. Finally, they do not indicate the type of relationship that is expected between the various departments’ or people.

Some of the factors that influence the organizational structure of any organizational include organizational environment, strategy, technology, and the human resources. These are the building blocks of any organization and need to be considered for the successful drafting of an organizational chart. To begin with, the organizational environment affects the organizational structure by influencing the management. In this regard, a rapid changing managerial environment has to be catered for in the organizational chart and as such, the chart must be more flexible and versatile. On the other hand, a management structure that does not change easily does not require a flexible organizational chart. The strategy defines the organizational structure as per the tactics employed. The strategy of increased vertical communication may require a more flexible organizational chart while a differentiation strategy may be a lesser formal manner.

Importance of an Organizational Chart

The technology employed by the organization affects the organizational structure because it affects the management of the organization. Companies that employ modern and up to date technologies are able to monitor most of the workers and as such, the organizational chart is smaller compared to those that have a relatively rudimentary technology. Finally, the aspect of human resources depends on the skills of the workers. In this, highly skilled workers who may be put in teams may require a versatile chart while those of higher skills may require a more rigid structure.    has three site managers under his/her wing. Each site manager should be assigned an individual task such as labor supervision, machinery supervision, progress management etc.

Acontractor is a company or person who comes to a mutual agreement with the owner for the development of a project. As in our case, the contractor is the company while the landowner is the client. However, the contractor is distinguished from the other subcontractors by the name general contractor. In this, the general contractor delegates all the work to specialist contractors who in most cases do more work than the general contractor. Furthermore, the general contractor (the company) becomes the coordinator of all the subcontractors (steel industry), but May sometime work on some portion of the project. Other subcontractors who can also be employed include electrician (if there is the need for electrical work), mechanical engineers etc.

The contractor and the client come to terms on aspects such as working conditions, the method of payment, duration of work, number of workers and weekly charges in the contract while the same is done between the contractor and the subcontractor. Therefore, the amount of money stipulated in the main contract will determine the amount of money in the subcontract. However, as there is no main contract signed, the amount of money to be allocated to the subcontractor and consequently the project is not easy to determine.

Furthermore, the need for an early supply of steel at the site further indicates just how important the main contract is.Steel is an important part of the foundation layout and a delay in delivery consequently leads to a delay in the progress. The main contract is to indicate the amount of money to be allocated to the purchase and steel which consequently translates to the subcontracts.  Drafting and signing of the main contract provide a platform for all other activities associated with the project.

Factors Influencing Organizational Structure

In our project, the time taken to complete the project can be calculated as follows

Therefore, the total number of weeks =14

Some contractors and subcontractors may work within a very short time but may fail to meet the requirements of the project. On the other hand, some may work within a longer time and meet the project’s expectation. It is, therefore, necessary for effective planning and design before the beginning of any project as this ensures that either the time or the workmanship does not fall short of the expected results. Furthermore, assuming that all the works fall under the contractor, he is solely responsible for any failure of the two stated variables and this may result in a breach of contract.

The critical path of project completion is a basic method that identifies the best and optimal route that will enable a project to meet the time as well as the technical requirements. Basically, the critical path model of project completion is based on the following: a breakdown of the works as stipulated by the contract, duration taken by each component activity, the interrelationship between all activities and the milestones which mark the end of one phase and the beginning of another. Considering all these components, this model focuses on establishing the shortest and longest time periods required to complete each specific activity. However, the time allocated for the project remains intact, whether the activity takes the shortest or the longest path.

Therefore, the critical path model focuses on two types of activities in each project: critical activities and activities that have a float. Float activities are those that may be rescheduled for completion but do not affect the overall completion of the project while the critical activities are those that a reschedule would affect the overall progress. Therefore, a critical path is the longest time period taken to complete a project regardless of the availability of float activities or not.

The critical path model focuses on interconnecting all the critical tasks of the project and thereafter identifying the fastest path possible. Therefore, the manager has to focus specifically on the tasks and activities that make up the critical path. In these modern times there are various programs that have been founded on the critical path of project management and as such, it is really easy to calculate the shortest time possible with the click of a button. The critical path begins with the activity that initiates the project and thereafter follows it with a dependent task. However, the second step may provide various alternative paths but the longest one is the critical path. The third step is the longest of the subsequent paths and the process continues until the project comes to an end.

Critical path method

 A number of factors have the effect of changing the time stipulated for project completion. Most of these factors are unaccounted for and as such, pose a significant challenge when reviewing the initial plans. However, due to loss of time, there is usually the need to review initial project plans to establish an alternative solution.

There are two types of plans in project management: single-use plans and standing plans. The single-use plans are developed at an instance and are meant to curb a onetime scenario. The plan basically has four aspects in its operation: program, program development, project and the budget. On the other hand, standing plans are guides to the operation of an organization and remain intact at all times.

As in our case where project time has been lost due to unaccounted testing of concrete, a scenario planning measure may be necessary. In this, the manager will have to come up with solutions to curb solve the reduction in time allocated.

The weeks lost can be recovered by maintaining the same period of work required for each activity, but in this case in combined effort.Basically,this focuses on activities that are independent and therefore each can be conducted separately.As with the activities that follow the laying of beams, casting of beams and columns alongside casting of the first floor slab may be a good measure, In this, the formwork for all the structural elements is set up and as such, placing of concrete for the beams and columns is done alongside placing of the concrete for the first floor slab.Moreove,these two will take the same time for the concrete to cure and as such, save 5 weeks.

 References

Barhale, 2015. Integrated Management System (IMS) of Barhale Construction (Safety, Quality, Environment), s.l.: s.n.

Reh, F. J., n.d. Critical path project management (CPM). [Online]

Available at: https://www.thebalance.com/critical-path-project-management-cpm-2276128

[Accessed 29 11 2017].