Construction Management Plan for Small Industrial Estate in Melbourne

This report details the construction management plan for a small industrial estate in Melbourne, including the scope of work, project team, project cost, and construction activities. The plan features a construction sequence and program, site layout plan, bulk excavation strategy, resource management plan, cash flow forecast, cost control plan, and quality management procedures.

Construction Management Plan 1
Executive Summary
This report details the different techniques and technologies that were employed during the
management of the construction of a small industrial estate that will be located in the Eastern
suburbs in Melbourne. The scope of the project is a small industrial estate which will include the
construction of 12 warehouses of the same size and construction of a common driveway and
parking for the expected tenants. Since the project has a large scope, the construction activities
will be carried out in groups in order to allow for simultaneous works to be carried out and thus
preserve the constraint of time by reducing construction downtime. The construction manager
will be in charge of all construction activities in the project and the works will be subcontracted
to experts who have skills in the different construction activities to guarantee quality. The plan
will feature a construction sequence and a construction program which will give the construction
manager an overview of the time plan in order for him to manage the constraint of time through
scheduling of construction activities in groups to cut on downtime.
The report also features a site layout plan which allows for space management of site to
maximize on the constraints of time and cost as well as a bulk excavation strategy for the project
considering the groupings of work. It also considers the management of the cost constraint
through a resource management plan, a cash flow forecast and a cost control plan. The plan will
also seek to identify the external factors of the project such as the health and safety issues on the
site, the impacts of the project through the noise, dust and vibration, and the trade overlaps of the
project. It also gives recommendations on how to guarantee and assess for quality management
using the ISO 9001 standards, as well as the strategies that the construction manager has used to
preserve the constraints of time and costs on the project in order to guarantee the achievement of
the best outcome. It concludes with a number of recommendations from this project that can be

Construction Management Plan 2
implemented into future work to guarantee more efficiency in management and better
management of the triple constraints for a successful achievement of the best outcome of the
project.

Construction Management Plan 3
Table of Contents
Introduction......................................................................................................................................5
Project Objective.........................................................................................................................5
Project Description......................................................................................................................6
Nature of the Project........................................................................................................................8
Site...............................................................................................................................................8
Scope of work............................................................................................................................10
Project Team..............................................................................................................................11
Project Cost................................................................................................................................11
Working Hours..........................................................................................................................15
Management of the Site.................................................................................................................17
Construction Management Structure.........................................................................................17
Responsibilities of the construction Manager............................................................................17
The Construction Methodology.....................................................................................................19
Construction Activities..............................................................................................................20
Preconstruction......................................................................................................................20
Building Works......................................................................................................................20
Construction Sequencing...........................................................................................................21
Construction Programme...........................................................................................................23
Time management techniques...............................................................................................26
Site Layout Plan.........................................................................................................................26
Site security...............................................................................................................................30
Bulk Excavation Strategy..........................................................................................................31
The construction strategy...........................................................................................................34
Health and Safety Plan...............................................................................................................35
Site Constraints and Their Solutions.........................................................................................38
Resource Planning.....................................................................................................................39
The resource management plan.............................................................................................43
Cash Flow Forecasting..............................................................................................................44
Cost Control Strategies..............................................................................................................47
Quality management procedures...............................................................................................49
Noise, dust and vibration control...............................................................................................53

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Trade overlaps- Stakeholders and trade management...............................................................54
Conclusion.....................................................................................................................................55
Recommendations..........................................................................................................................56
References......................................................................................................................................57

Construction Management Plan 5
Introduction
Effective management of construction problems with many activities in different phases is a
multiphase exercise that sometimes becomes lengthy and frustrating. Construction management
guarantees that all phases in the execution of the project begin to optimize on the triple constraint
of time, cost and scope allowing the prevention of any problems that may affect the operation
and construction. The project which entails the construction of an onsite road accessing 12
warehouses was built in different phases in order to reduce construction downtime and preserve
the constraint of time. The stages of the construction have been completed following Australian
construction management standards in the design and execution phases of the project. This report
describes how the construction manager can carried out effective project management in order to
describe the different activities involved as well as the processes and the techniques that will be
utilized to ensure that the successful delivery of the project was achieved (Hardin and McCool,
2015, p. 57).
Project Objective
The main goal of this project was to identify the most important aspects of construction project
management and to analyse the project constraints in order to ensure the project is completed
within the set budget and time allocation. The project is expected to encounter different changes
in the future that make the project completion less predictable using the aid of project
management. Project management will allow all the aspects of the project to be controlled in
order for all the deliverables and the objectives of the project to be achieved in the right time,
quality, and cost and scope constraints. This considering that the construction project will be
done in three different phases to preserve the constraint of time by reducing the construction

Construction Management Plan 6
downtime. The management plan will for this reason enable the effective management and
reporting of the construction activities and contractors to minimize the risk of any potential
damage and also have a repository of construction activities for easy maintenance and access
(Arditi and Gunaydin, 2007, p.91).
Project Description
The construction management plan will be designed by ConsMan Solution Ltd, which is a
recently accredited construction management institution. The company was successfully
tendered for the construction of a small industrial Park situated in Eastern Suburbs Melbourne,
Victoria. This construction management plan will utilize different project management tools and
techniques to guarantee that all the critical constraints of the project are balanced for a smooth
running of the project. The construction management plan will guide the contractual agreement
between ConsMan Solutions Limited and the Falcon Investments Company in Australia for the
construction of this industrial park which details 12 warehouses of 30x15m in dimensions
arranged in a row with a common driveway running along one side of the row to provide access
to the individual storage facilities. They also have a two storey office facility that has amenities
like a disabled toilet that can be utilized by both males and females, a lunch cafeteria, and an air
conditioned office space. Each warehouse will also have a parking space allocation of only three
spots.
The land slants slowly from the front to the back of the site at a slope of about 6m to the
horizontal for every meter in vertical drop. This implies that the preconstruction works will also
require bulk earthworks in order to create a bench for the construction. As detailed in the tender
document, the site has accessibility limitations from the back and from both sides given that
there are already pre-existing precast panel warehouses on both sides of the site while the back

Construction Management Plan 7
does not have any accessibility method. Access is thus only available from the front of the site
through a busy main road that has four lanes.
The construction materials and the requirements of the client for this project had already been
identified in the tender documents. This has allowed the company to use its expertise and
knowledge to optimize the project plan so that the cost and the timelines cannot be exceeded.
The estimated budget for the project is about $13,090, 074.75 while the estimated project
timeline for this construction is about 20 months. This is because the completion of this project
will require special focus on the constraint of time as the investment has to be constructed and
commissioned in the shortest time possible in order for the returns of the investment to be seen in
time. The construction project also details very many activities since it encompasses the
construction of several parts of the same building as well as more construction works around the
site. This has influenced the decision by the project manager to follow the method of breaking
the entire construction process into individual activities and then sequencing the occurrence of
the activities to identify the ones that can be grouped or done simultaneously to conserve time.
Since this is an investment project the time it takes to complete the project determines the total
amount of return on investment. Time also determines the cost of the project and thus affects the
total budget of the project.

Construction Management Plan 8
Nature of the Project
Site
The site is located on Phoenix Street close to the railway cargo unloading bay at the Yarra
District cargo center. The site is approximately about 15 kilometers east of the Eastern Suburbs
of Melbourne in Victoria. The site is also a few kilometers from the Bondorro CBD and
Melbourne City Center. This makes the site a convenient location given that it is located adjacent
to a four lane major road which also acts as the inner-city transport corridor. The location of the
site is as is shown below.

Construction Management Plan 9
The site has a total area of about 50,000 m2 with a single access point from Phoenix Street, which
is the major four lane road adjacent to the site. It has no other access point as it is challenged by
the lack of an access path from the rear while it is still at the same time bordered by two pre-
existing warehouses on both sides. The site currently is an empty land where there are no
existing structures. The property boundaries are however clearly earmarked by the existence of
other structures in the space that boarders the site. The land also presents the challenge of a
significant slope of about 6m requiring bulk earthworks to level the ground for the construction
of the warehouses and the works around the buildings.

Construction Management Plan 10
Scope of work
ConsMan Solutions is a recently formed construction management company which has been
tendered to oversee overall operations and construction activities in the construction of a small
industrial estate in the eastern suburbs. The project details the construction of a row of 12 equally
sized warehouses of 30m in length and 15m in width. The scope of the project also factors in the
construction of a common driveway that runs down the side of the construction site, in order to
provide access to the newly constructed warehouses. The warehouses also have office space at
the very front of the warehouse which has two levels. The parking lot will also be constructed on
site as each warehouse is allocated a total of three parking spots. Since the land where the site is
located slants a little at a slope of 6m horizontally for every vertical meter decent. This implies
that the project execution will have to include bulk earthworks to create a bench for the
construction of the warehouses.
The material will utilize walls made from precast concrete panels and its frames will be made
from structural steel. The construction will be made from metal deck roofing while the
shopfronts of the warehouses will be made from aluminium metal. The warehouses will also
have external paving and concrete floor. Other amenities that will be incorporated into the two
storey office components include a disabled toilet that can be used by both sexes, open office
space with good air conditioning facilities and even a cafeteria or room where people can have
their lunch.
The project site however faces challenges like lack of access to the site as the site is bordered on
both sides by existing panel houses while there is no possible way to access the site from the rear
side of the construction site. Access to the construction site can only be gained through the busy
four lane main road that boarders the front of the construction site. This implies that the

Construction Management Plan 11
construction project will negatively affect transport activities around the area during the
transportation and offloading of the material (Hendrickson and Au, 2009, p. 114).
Project Team
The project team that will be involved will be as follows:
Construction Manager- Martha Biron
Project Manager – Linus May
Team leader – Jeremy Packard
Human Resource Manager – Sheldon Michaels
Finance Manager – Patrick Blue
Quality Manager – Anthony James
Team Members
James Fitzgerald
Ridge Forrester
Bobby Wayne
Team Assistants
Brooke Logan
Larry Sage
Sammy Pin
Mathew Hughes
Project Cost
The project cost was arrived at through the process of cost estimation where the total cost
of the project is estimated through the evaluation of the financial feasibility of the industrial
estate as an investment project, in order to budget for the costs that will go into the construction

Construction Management Plan 12
and identify how the project monies can be efficiently managed in order to have a high return on
investment for the project owners.. The following cost estimate was used to decide whether the
project is financially feasible and thus whether or not to undertake in it. The project cost estimate
was also used to determine the scope of the project with regard to the returns of the project as an
investment. This will ensure that the project continues to remain financially feasible such that
any money problems do not stall the progress of the project and thus hinder its profitability. The
project cost estimation was designed by considering the availability of land where the project
will be situated, the cash flow of the investors, the cost of the machinery, equipment, materials,
services and amenities, as well as the labour costs and the consultation fee which is the profit for
the consulting company.
This information was used in the calculation of the project cost as the construction
activities detailed all what needed to be done. It made it easier to know the project cost as the
cost of the materials could be easily estimated from a construction materials catalogue while the
labour and equipment costs could be estimated from the standard costs of equipment hiring, as
well as labour for different construction services. The construction manager also had to factor in
the aspect of profit and the cost of internal and external risks before coming up with the total
budget of the project.
Type of Cost Cost Amount ($)
Machinery 1,086,500
Fence and markings 105,000
Gates 105,000
Amenities 100,000

Construction Management Plan 13
Facilities 21,250
Earthworks 2,086,500
Storm water and soil erosion control 16,250
Materials 576, 430
Excavation 303,500
Road Trenching 233,000
Road Compaction 794,000
Pipping 140,000
Steel Structures 1,440,000
Road Carpeting 740,000
Building concrete works 820,000
Finishing and fixtures 450, 400
Waste Materials 21,300
TOTAL 7,598,800
Labour 4,000,000
Contracting Profits and Service Charges 1,491,274.75
TOTAL PRICE 13,090,074.75
The cost of machinery has been estimated at 1,086,500 as it implores the costs of hiring different
equipment required on site in the course of the construction project during different construction
activities and groups of works. The cost of fencing and putting up signs around the perimeter
was estimated at 105,000 that will be spent in the procurement of the fencing material in rolls
that will cover the entire perimeter as well as the printing of signs. The fencing costs will also
include the structural support material for the perimeter fencing explaining why the cost is

Construction Management Plan 14
estimated at 105,000. The estimate for purposes of guaranteeing site security through the
installation of gates into and out of the site as well as a site security shed is paced at 105,000.
The cost of installing amenities like the waste management and material handling and storage
facilities was estimated to be 100,000. This is because it will also include the installation of
facilities like the bathroom and water facilities that will make the life of those who will be on the
facility everyday better. The cost of electricity and water facilities is estimated to be at 21,250 as
this only requires approvals from the required authorities for the services to be made available on
site from the local grids. The cost of Earthworks was estimated to be 2,086,500 which was
inflated by the need to hire trucks that will carry the excavated material either to the waste
management site or to another part of the site where the material ought to be taken. This also
factored the different smaller equipment like pegs which are required in the preparation of the
site to ensure the project meets bulk excavation recommendations of the engineers. Fittings for
storm water control and flood control during the bulk excavation as well as the rest of the project
have also been budgeted at 16,250.
All the materials required for the construction of the road and the 12 warehouses was budgeted at
576,500. The cost of excavation was estimated at 303,500 as it will incorporate the cost of
utilities required to run the equipment carrying out the excavation works. This is also the case
with the trenching and compaction exercises that are estimated at 233,000 and 794,000.In the
construction phase, the laying of pipes in the structures was budgeted for 140,000 as this activity
will entail the procurement of the pipes, and the joinery required. The steel structures for the
entire 12 warehouses are budgeted at 1,440,000 given that they will provide the structural needs
of the buildings and also form part of the prefabricated trusses to be used. The cost is amplified
by the already high costs of steel in the construction industry. The process of tarmacking the roas

Construction Management Plan 15
is estimated at 740,000 given the process requires the facilitation of different equipment and
machinery whose running costs are attributed to the set budget. The large scope of the
construction project has also contributed to the budget estimate of the concrete works to the at
820,000 and the concrete mixers and their hopers will have to be run. The costs of the required
fixtures, which specifically include the HVAC system for the air conditioned open office space
and the unisex disabled bathrooms, is estimated at 450,400. The cost of waste material
management is estimated at 21,300 required to only finance waste disposals. This is due to the
presence of an act that assures quality of material when they are received from vendors and a just
in time material delivery system to reduce the amount of waste expected on site. The cos of
labour is estimated to be at 4,000,000. This is due to the fact that the report seeks to embrace a
methodology of subcontracting experts in different construction activities in order to guarantee
quality and reduce downtime due to groupings of work. The sub contraction will yield in the
construction manager spending a premium price of labour in order to guarantee that quality and
the constraints of time are preserved for good return on investment for the client. The project
cost estimate thus considered the prime cost and thus inflated the cost of labour in order to
effectively cover the associated costs. The cost budget also incorporated the legal constricting
costs ofr every subcontractor that is expected throughout the project and also the expected profits
form this consultancy work causing the cost of contracting to sum up to an estimate of
1,491,274.75, and thus a total budget of 13, 090, 074.75.
Working Hours
The construction activities will carry out throughout the day during the normal working
hours recognized by the local authorities. While this will cause lots of noise and disturbance to
the people working in the adjacent existing warehouses, this plan will also cater for the

Construction Management Plan 16
management of the disturbances caused allowing for all stakeholders to co-exist for the
achievement of the best and the most beneficial outcome. Construction will begin at 8:00 am in
the morning and will conclude 5:00 pm in the evening with a one-hour lunch break to encourage
the workers at the site to optimize the time to complete the required building in time. Workers
will also be expected on the site for five days a week in order to make the most of the allocated
timeline to guarantee that the triple constraints are not exceeded. This therefore means that
working hours will therefore only exempt construction progress on Weekends and on Public
holidays. Saturdays have intentionally been set aside to allow for time extensions in case of
delays occurring during the project timeline.
The organizational culture of all the subcontractors that will be part of this project will
also take precedence for the individual workers on site in order to prevent the occurrence of
conflict among the different subcontracted groups, which could slow down the progress of the
construction. It is however also important to note the impact that any labour strikes associated
with any field in the construction industry, any political factors, or even inflation, on the triple
constraints of time, scope and cost (Hendrickson and Au, 2009, p.152).

Construction Management Plan 17
Management of the Site
Construction Management Structure
The construction management structure that will be employed in this project will be
characterized by the construction manager sitting at the helm of the entire project to manage and
coordinate the individual construction activities and the subcontracted companies and workers
participating in the project. The subcontracted companies and individuals will all be qualified
and competent experts in their individual areas of specialization. Also in this structure, the
construction manager will serve as the communication liaison between the project proprietor and
the progress of the project ass all the subcontractors will give progress updates of their individual
sections to the construction manager who will then deliver this information to the proprietor. As
such, there will be no need for the proprietor to be directly involved in the construction phase of
the project (Hendrickson, Hendrickson, and Au, 2009, p.93).
Responsibilities of the construction Manager
The management responsibilities of this project will thus be accorded to the construction
manager and will be strictly guided by the recommendations of this construction management
plan. The management responsibilities will at the end of the construction is transferred to the
operations and management manager of the properties. The following will be the responsibilities
of the construction manager.
 Assessing and managing the occurrence of any occupational health and safety hazards or
any risks of the construction project
 Initiating and guaranteeing that the construction management plan is implemented and
and adhered to for an efficient construction

Construction Management Plan 18
 Managing the construction site
 Tendering subcontractors and managing them to ensure they guarantee the quality of
work they provide to avoid exceeding the triple constraints
 Ensuring compliance with the relevant legislative requirements and recommended
approvals.
 Addressing complaints in the shortest time possible and using the best resolution methods
to guarantee that friction among the workers does not affect the progress of the
construction.

Construction Management Plan 19
The Construction Methodology
For this construction management plan to be designed the design works of the building
had already been completed and the entire necessary document approved by the local and legal
authorities as is required by Australian Building Standards. The construction management plan
was designed on grounds that the Building permit was about to be issued for the commencement
of the construction works.
Given the immense scope of this commercial project where the investors are building a
small industrial estate in the Eastern Suburbs, Melbourne Victoria, the project will be grouped
into three different stages for grouped workings in order to reduce the construction downtime.
This will ensure that the return from the construction is an investment that will improve their
financial worth. This knowledge sheds light on the importance of the factor of time as a
constraint in this project as well as the quality and scope of the project. While the constraint of
cost is very important in the construction of this project, commercial projects would be
comfortable spending a little extra to guarantee the achievement of quality and time constraints.
After careful consideration of the project and the priority of the individual constraints, the
project manager sought to utilize subcontracted experts in various construction activities. This
will allow for the optimization of the constraint of time as different construction activities can be
done simultaneously or alternately. This will slightly inflate the cost of construction, but it will
guarantee the best overall results with regard to quality and the time taken to complete the
project (Hill and Bowen, 2007, p.21).

Construction Management Plan 20
Construction Activities
The activities that will be carried out during this construction project are as follows and are
sectioned into two main categories
Preconstruction
 Procurement and Hiring of Construction Equipment
 Site layout Planning
 Installation of Site Sheds
 Installation of Water and Sewerage Amenities
 Installation of Electric Services
 Clearing and grubbing on the site
 Boundary works
 Bulk Earthworks
 Stormwater Drainage Facilities
 Sedimentation and Erosion Control Measures
Building Works
 Excavation
 Laying of services and required driveways for accessibility
 Steel Fixing
 Concrete works
 Cladding and Roofing
 Internal Finishing and fixtures
This information was used in the calculation of the project cost as the construction activities
detailed all what needed to be done. It made it easier to know the project cost as the cost of

Construction Management Plan 21
the materials could be easily estimated from a construction materials catalogue while the
labour and equipment costs could be estimated from the standard costs of equipment hiring,
as well as labour for different construction services. The construction manager also had to
factor in the aspect of profit and the cost of internal and external risks before coming up with
the total budget of the project.
Construction Sequencing
A construction sequencing plan is framework of the individual activities of the construction that
allows for the entire construction process to be scheduled while considering the costs associated
with every individual task in the construction process, while noting any sequencing or
precedence’s in the scheduling of the activities (Hendrickson and Au, 2009, p.76).
In this project, given that the construction activities entailed the construction of different
parts of an industrial estate the construction sequencing programs entailed the construction of
different parts of the construction project either simultaneously or alternatively to ensure that the
constraints of time cost and time are prioritized at all times. This thus meant that the construction
activities were grouped into different activities comprising of smaller tasks to be completed by a
set of experts in that field, in order to prioritize on the impact of the constraints of quality and
time, given this construction project was an investment option. The construction sequence for
this project is as follows.
1. Receive the Building permits that are expected from the local authorities.
2. Conduct meetings with stakeholders to establish the activities that will be carried out
before the commencement of building activities.

Construction Management Plan 22
3. Notify the two adjacent warehouse buildings about pending commencement of
construction about three days before the commencement of preconstruction works
4. Procurement and hiring of the required machinery and equipment
5. Clearing of the land and grubbing it to allow for the installation of a boundary or a
perimeter
6. Install the boundary fence of the site and mark it appropriately to ensure that all are aware
about the existence of a construction site to reduce the risks of injury on site.
7. Installation of site entry and exit.
8. Installation of sheds/sewerage facilities/water/ and electricity facilities is done at this
point before proceeding any further in the process in order to guarantee that all the
services and amenities that could be required on the site are available.
9. Bulk earthworks phasing can then be done in order for the different phases to be
commenced on by different teams simultaneously to optimize the time constraint.
10. Rough grading
11. Installation of storm water control measures
12. Fine grading and the creation of roads and paths with the different risks in mind
13. Stabilization of site
14. Sedimentation and erosion control measures
15. Delivery of materials as well as handling and storage of materials
16. Excavation and trenching works
17. Commencement of road construction compaction
18. Lying of pipes considering the gravity surface water requirement to reduce pumping costs
after the completion of construction.

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19. Fixing in the structural members of the warehouses
20. Carpeting of the tarmac
21. Completing the concrete works
22. Construction of driveways and foot paths
23. Cladding the buildings and roof
24. Finishing’s and fixtures
25. Completion of road
26. Clearing up of waste materials
27. Beautification of site
28. Commissioning of project
Construction Programme
The construction program was designed to help the construction manager to properly manage the
different activities that ought to be carried out during the project. It also accounts for time
constraints in terms of shielding the project against weather delays as it recommends the
warehouses to be closed off by construction of walls and roofs installed immediately. The project
program will allow for sequencing of the construction activities in groups that can be taken on
simultaneously by different experts so that project activities will continue to run smoothly to
promote trade continuity in the construction programme. Specifically, the works will be carried
out in a sequence with the groupings being done such that every activity is done for the
warehouses in groups of 4, such that the construction groupings will be done in three groups of
warehouses starting from the first four warehouses at the rear and proceeding to the front. The
grouping of works allows the trades of works to move through different construction activities
and thus cut down the construction downtime significantly to save the time constraints.

Construction Management Plan 24

Construction Management Plan 25

Construction Management Plan 26
Time management techniques
To ensure that the time constraint is always prioritized using the following methods
 Use of prefabricated parts
 Using information model software like MS Project and Microsoft Excel to model time
and improve allocation of this resource according to the construction project
 Using trade overlaps to ensure that downtime in the project is reduced and thus
guaranteeing an overall consideration of the time constraints.
Site Layout Plan
The layout of the site has to be set in a manner that seeks to optimize the chances of not
exceeding the triple constraints factor of the construction project through clearly bringing out
where the various amenities will be situated on the site. The layout mainly factors in the
positioning of different materials, equipment, and even the workers on the site to guarantee that
the factors of risk, cost, time, and transport inefficiencies have been completely minimized. Site
planning is important for purposes of improving safety and productivity onsite through the
identification of the required temporary facilities to ensure that the people on the site are not at
risk of injury from construction activities running on site. As the construction project progresses
the facilities and amenities that are not of key importance on site can be transformed or changed
to become other amenities. The following diagram represents the proposed site layout for this
project report. The front of the site will have the amenities, the management office, as well as the
material storage areas of the site before the quality of the material being delivered is checked and
also the overall material storage and handling shed which will be for use by the forklift.

Construction Management Plan 27
Waste Handling and Material Storage area
Warehouse 3 Warehouse 4 Warehouse 5 Warehouse 12
Warehouse 10Warehouse 9Warehouse 8 Warehouse 11
Warehouse 7
Warehouse 6

Construction Management Plan 28
The zoomed version of the layout plan for the first two warehouses is as follows.
i
h
Fence
Lunchroom
On site road
Four lane
main road
Site Security
Parking Spots
Equipment
Storage
Material
Storage
Site Shed
WC
Warehouse 1
Unisex Disabled
Washrooms
Warehouse 2
Entry to
warehouse
Office
Space
30m
15m

Construction Management Plan 29
The above diagram shows the location of the offices inside the warehouses, the amenities, the
lunch room, and material storage area on the site to allow for a controlled amount of works and
activity during construction. This layout is specifically important as there are no overhead
construction activities occurring over the site amenities. As the construction progresses, the
different site amenities can be removed and moved temporarily inside the completed phases of
the building project. This will assist in productivity as contractors do not have to walk long
distances to reach the amenities they need.
In this project, the warehouse building site area will house all the 12 warehouses as is covered in
the scope of the project. This ensures that the size and shape of the different construction
activities works for the construction such that the activities to be optimally positioned in the
areas that are yet to be occupied within the boundaries of the site. The site layout plan will also
allow for the erection of services and driveways to allow for the right amenities and risk free
accessibility for both equipment and workers on foot. In this construction site layout plan, the
road, buildings, and the intended parking spot will be listed. The row of 12 warehouses will be
constructed right in the middle of the site, to allow space for the construction of the onsite road
on the left of the building to allow it to run along one side of the buildings. For purposes of
traffic management, the road will be constructed straight from the gate as shown in the site lay
out plan, and it will then go round the site and exit at the site exit. This will allow access to any
section of the site without the occurrence of site, productivity or safety issues. The waste
management section has also been situated between the rightmost boundary and the road exiting
the site to allow for waste management transportation without any issues. The material storage
sheds and management sheds are placed right near the entrance door to promote accountability
and good and efficient storage on site. In this manner, the plan is able to minimize the costs

Construction Management Plan 30
associated with productivity and safety that would negatively affect the triple constraints of the
project. The access points and positioning of the different materials, equipment, and even offices
on site determine the patterns of traffic flow within the site thus affecting the construction
efficiency.
Thus the site layout has been modelled in a manner that promotes the reduction of costs
in traffic control as paths and access routes have been allowed in between different sections of
the site to promote accessibility within the site. It also takes into consideration that most of the
activities will be conducted using mechanised equipment thus requiring the allocation of this
space. This layout also caters for material storage space, administrative offices, and the storage
sheds for the equipment (Walker, 2015, p. 49).
Site security
Security on the site ensures that all equipment, material, and construction activities are kept safe
at all times to guarantee that the triple constraints of the project. Site security also guarantees that
issues of productivity and safety of the project construction is guaranteed at all times. In this
project, security was enhanced by the instalment of a boundary and gates as well as security
guards trained in traffic management to man the gate at all times. This will guarantee security by
limiting the number of people who come into the site, and ensuring those who come in all leave.
The site will also be well lit as a security measure to ensure that all parts of the site are visible so
that the cases of onsite accidents can be reduced. The inside and outside is also well signed to
ensure that all who are on or around the site are aware of the risks of the site. All the sheds and
temporary structures also ought to have their windows and doors locked to reduce any instances
of insecurity. Security will also be guaranteed by ensuring that the equipment are only run during
the stipulated working hours and ran by staff who have been trained to operate them in order to

Construction Management Plan 31
reduce chances of accidents, or equipment malfunction. Servicing and maintenance of the
equipment should also be done when the equipment is turned off and all the power cut to prevent
the occurrence of any incidents
Bulk Excavation Strategy
The design of a strategy that will be used for bulk excavation has to be strictly guided by
the design parameters. The design parameters considered in the bulk excavation strategy of this
project are the design levels of the floors of the warehouses as well as the intrusive geotechnical
parameters of the road site. The strategy also considers the gravity led surface water allowances
guided by sustainable concepts in the design of urban drainages. After design computations, the
engineers should recommend the depths that should be achieved on the site to achieve a bench
for construction purposes in order to guide the subcontractors that will deal with the excavation
process.
This project will utilize the bulk extraction strategy of cutting and pasting, where
39,971m3 of material should be stockpiled in order to assure its suitability for reuse as a fill
material. The excavation process will be commenced form the rear of the site to its from due to
the narrowness and the ingress and egress points of the site in three different stages according to
the levels of the gradual slope of the site. This is to mean that the excavation works will be
carried out in three different levels of the sloping land namely the highest level, middle ground,
and the lowest level. The individual phases of the project will have to consider the gradual slope
of 6m from the highest to lowest level of the site which slants from the rear to the front. The
earthworks will also be phased due to the immense scale of the project to be carried out. To
prepare the bench for the construction during the bulk excavation, this project found it fit to build
the building on a three level platform as this is the recommended design for slopes that range

Construction Management Plan 32
between 5 and 30 m in Australian Standards. This will also allow for space creation on the site
for the storage services and different amenities allowing for trade continuities and thus for time
constraints considerations. It also saves up on the cost considerations since it requires battering
of landscapes and sometimes small retaining walls to guarantee the stability of the bench unlike
the one level platform which requires great resources for cut and filling, retaining walls which
tend to be expensive. The plan also recommends that the excavation works be done in phases
according to the below diagram and consideringthe gradual 6m slope on the site, such after the
completion of excavation in the first level, the excavations on the second level can be
commenced while steel structures are fitted on the already excavated section. This will also
follow the back-front sloping of the site in order to preserve the cost constraint of the excavation
phase
The set values for excavation, (6m) will also be compared with the approvals of the local
community, to guarantee that it does not supersede the Flood Risk values in order to cut the costs
Highest level
Middle ground Lowest level

Construction Management Plan 33
that would be required for flood mitigation. This is also backed by the fact that the construction
is set for a weather phase where no intense rainfall periods are expected. Only manageable
showers are forecasted during the construction phase, which is further reinforced by the presence
of a storm water management plan (Lloyd, Wong, and Porter, 2002, p. 218). This was achieved
through the measurement of the material to be removed as well as ramming and compression to
guarantee that the bench is stable.
Further, air quality contamination concerns from the impact of dust resulting from the
earthworks will be mitigated through the sprinkling of water during the bulk excavation process
to guarantee that the amount of dust released from this process is minimized. To guarantee that
all the bulk excavation restrictions are taken care of, the physical positioning can be utilized to
guarantee that the details and extent of the excavation activities like cutting and embankment
filling and ramming shown on the design drawings have been achieved on the site. Pegs will also
be utilized together with batter profiles to mark these physical positions. Survey pens will also be
utilized during the trimming process to guarantee that the right levels as indicated in the design
works ae arrived at during the excavation exercise. GIS methods can also be utilized during the
excavation phase to guarantee the accuracy of location and depth during the excavation exercise.
In the event that the material that has been cut from the site is deemed unsuitable as a
filling material for the project, the project manage will be responsible for implementing another
more workable bulk excavation strategy after appraisal. The construction manager recommends
that this excavation strategy factors the benefits of having a strategy in place while carrying out
bulk excavation works. This objective strategy for the bulk excavation work of the project will
ensure that the surrounding establishments around the site will not be perturbed by the surplus
and shortfall of material required on the site to level the bench before commencement of

Construction Management Plan 34
construction or the installation of any services or amenities. This strategy will also have the
benefit of reducing waste material, cost of excavation to even out the bench, and also reducing
the environmental impacts of the project (Lloyd, Wong, and Porter, 2002, p. 224). For instance,
stripping the topsoil before the actual cutting exercise is an opportunity to reuse the soil for tree,
grass, or flower planting on the site before commissioning the project.
The construction strategy
The construction process of the warehouses will be carried out in three phases as has been
divided in the bulk excavation phase. This will allow for the trade overlaps on the site, as many
stakeholders will be doing their part simultaneously allowing for the reduction of construction
downtime. The three phases will be done in a sequential manner, such that the first process of the
construction will be carried right after the bulk excavation phase in the first phase. This means
that when the excavation of the first phase has been completed, the process of laying services
will be commenced on as the bulk excavation services experts move to commence the process on
the second phase to allow for overlapping of services in the three individual phases. The
completion of an activity implies that the professional will move to the next phase to commence
the next construction activity and the next construction activity can be commenced on that phase,
allowing for the works to be carried out simultaneously and continuously. The laying of pipes
will be followed by the steel fixing process which when completed in the first phase will
continue in the remaining phases as the first phase moves to concrete works. When all the phases
have commenced on concrete works the first phase will have commenced the cladding and
roofing works which will also be carried out in the same sequence and order of phases. This is
also true for the last phase of the internal fixtures and finishings.
The construction process of the warehouses will be carried out in three phases as has been
divided in the bulk excavation phase. This will allow for the trade overlaps on the site, as many

Construction Management Plan 35
stakeholders will be doing their part simultaneously allowing for the reduction of construction
downtime. The three phases will be done in a sequential manner, such that the first process of the
construction will be carried right after the bulk excavation phase in the first phase. This means
that when the excavation of the first phase has been completed, the process of laying services
will be commenced on as the bulk excavation services experts move to commence the process on
the second phase to allow for overlapping of services in the three individual phases. The
completion of an activity implies that the professional will move to the next phase to commence
the next construction activity and the next construction activity can be commenced on that phase,
allowing for the works to be carried out simultaneously and continuously. The laying of pipes
will be followed by the steel fixing process which when completed in the first phase will
continue in the remaining phases as the first phase moves to concrete works. When all the phases
have commenced on concrete works the first phase will have commenced the cladding and
roofing works which will also be carried out in the same sequence and order of phases. This is
also true for the last phase of the internal fixtures and finishings.
Health and Safety Plan
The safety plan of this project will be applicable to all construction activities and designed
following the guidelines of the WHS act of 2012 and the relevant regulations concerning the
health of workers and their safety as a result of occupational impacts. The safety plan of this
project will guarantee that:The health and safety risks on the site are used to design the site
layout plan as is shown in the below diagram. The figure details the specific area on the site
where occupants of the project will convene in the event of an emergency as an emergency
assembly point

Construction Management Plan 36
On site road
Four lane
main road
Site Security
Parking Spots
Equipment
Storage
Material
Storage
Site Shed
WC
Warehouse 1
Unisex Disabled
Washrooms
Warehouse 2
Entry to
warehouse
Office
Space
30m
15m
Emergency
Assembly
Point

Construction Management Plan 37
 Appropriate fencing of the site in order to discourage public use and access of the
construction site during the construction activities.
 Providing signage along the perimeter of the site in order to notify the public about the
existence of a construction site.
 All the site amenities and accommodation facilities ought to be constructed on the in a
site that has been designated for the sole of this purposes,
 The material handling and storage facilities will also be designated to one side of the site
which is the eastern boundary of the site in the case of this project. Some of the materials
that will be stored on site will include;
o Machinery for the pumping of concrete
o Building material
o Waste storage containers
 Materials are to be strictly stored in in the material storage sheds to avoid risk of injury
cause by unhandled material on site
 The site security will also be enforced by fencing with gates manned by security guards
who are trained in traffic management. Further, Visitors coming to the site will have to
check in for them to be accounted for.
 All staff working in the facility will also be highly trained and skilled proven through
their accreditation by local building authorities.
 Staff and subcontracted workers will be inducted into the site by being shown where the
emergency exit, amenities like first aid facilities are located on site. ‘They will also be
shown where emergency services can be found as well as the important items on the site.

Construction Management Plan 38
 Everyone on site will also be required to wear personal protective equipment at all times
when on site and be aware of possible site risks and how they can be mitigated.
 Emergency procedures and how people should respond in case of an emergency will be
taught to guarantee that the occurrence of an incidence is responsibly managed to
minimize risks of injury to more people (Raftery, 2003, p.85).
Site Constraints and Their Solutions
The project site presents a number of constraints that have also been factored in in this
design to ensure that the project will be run in a successful manner until the best possible
outcome of the project is achieved. The first of these constraints is that the site is only accessible
from a busy four lane main road. This requires traffic management especially during loading and
unloading phases of the timeline as the number of trucks bringing in materials to site could cause
a traffic snarl up on the main road. This will be remedied by the security personnel employed on
the site as they will be required to have a background in traffic management. The scheduling of
material delivery will also be during the off-peak hours of traffic which fall between 9:00 am and
3:00pm during the weekdays. All the delivery operations will also have to be effectively timed to
prevent loading trucks from being banked up on the main road to cause traffic in the city. Trucks
will be instructed to wait at a different location and then asked to come only when there is a
surety that no traffic will occur from the construction activities.
Further the bilk excavation works also risks blowing dust around and causing
environmental effects like bad air quality for the neighbouring pre-existing warehouses. TO
remedy this site will be sprinkled with water before any earthworks activities are commenced to
reduce the dust produced from the activity. The use of scaffolding can also be used along the
fence to prevent the spread of the little dust that still rises from affecting the surrounding
properties. Any equipment or vehicles going out of the site can also be sprayed with water to

Construction Management Plan 39
prevent getting dirt and mud into the roads of the city to prevent the eruption of complaints from
local authorities. Additional arrangements can also be done to ensure that the roads are regularly
swept to prevent the accumulation dirt from the construction vehicles.
The safety of the adjoining properties and infrastructure is also a site constraint that can
be remedied through the utilization of a good site layout plan that ensure that the site has
adequate space to carry out construction activities without impeding the safety of the people in
the surrounding property and infrastructure. The traffic management trained security will also
have to consider safety in order to guarantee that trucks and equipment enter and leave the
construction site in a safe manner. This constraint is further brought out through the risks to
structural failure and safety of individuals in the surrounding properties and infrastructure during
excavations on the site. The excavations have to be conducted following the specifications of the
geotechnical engineers and the surveyors who ought to have conducted analyses on the
foundations of the surrounding buildings before making excavation recommendations. This will
guarantee that excavations exercises are carried out as safely as possible to ensure no risks of
structural integrity or safety occur on the surrounding properties.
Resource Planning
Resource management allows for the construction manager to identify the amount of
resources required and how they can be reserved for the completion of the specific tasks in order
to ensure that the triple constraints of the project is not exceeded. The plan seeks to ensure that
the required resources for the individual activities have been secured and reserved ready for use
when time comes. Human and machinery resources also contribute to the resources that are
planned as they serve as the labour resources. The plan in this manner will optimize the
expenditure of human, budgetary, and time resources (Black, Akintoye, and Fitzgerald, 2000, p.

Construction Management Plan 40
97). This resource plan factors in the challenges and limitations that affect the site. It also factors
the objectives of the project. This allows for the allocation of resources to achieve the best
outcome of the project.
For this project
 The teams will include experts in every construction activities that will be subcontracted
and those that will be part of the project team from the construction company. There will
also be helpers who will provide the required human resource. Identifying the teams that
will participate in the project will help to plan for when the team of experts will be
required on the site and the material and equipment they will need. This is what is called
human resource planning and it guarantees that the project program and sequence is
always met through ensuring that the cash flow forecast and the program have a clear
idea of the required resources in terms of time and finances for every group of experts.
Quality will be guaranteed through the sub-contraction of reputable, skilled, and
experienced experts with the ability to complete their scope of work I the required time.
Human resource identification in this project was done through identifying the groups of
work that the project will undertake as well as their timeline to guarantee that the expert
have access to the amount of money they require to produce the best possible outcome
and that the time allocated for their work is sufficient for the achievement of this best
possible outcome. In this manner, identifying the labour resources required and managing
them according to time and monetary allocation will ensure that the project program and
sequencing expectations are met.
 The materials that will be used in the project will include concrete, steel structures, pipes,
strainers roofing materials, wire mesh, windows, doors, fixtures, and finishing’s. The

Construction Management Plan 41
management of the required materials on site also guarantees that the project constraints
of time and finances are planned for so that any shortages in the materials required for the
whole construction does not stall the progress of the project to affect the achievement of
the best possible outcome. The project will adopt a just in time material delivery system
to guarantee waste management on the site and thus saving on cost constraints. Knowing
the materials required and the timeliness of the need of this material will guarantee that
the resources on the site are wisely spent to guarantee the availability of required
materials on the site in required time, as well as its timely handling and storage as well as
reduce the risk of injury through wrong material handling or an untidy site layout. This
will ensure that the project is not affected by any shortages of material or lack of
timeliness into the delivery of materials. In this manner, resource planning guarantees
that the required materials are well budgeted for to ensure that the project program and
the sequencing plan of the project works with the material availability on site for the
ongoing project activities. The project will have a main material storage facility close to
the entrance of the site as shown in the diagram below for purposes of being a staging
area where material can be held for short periods of time at the front of the site. This will
be done before the forklift is used to load it to the overall material storage shed of the
project after quality check has been conducted on the delivered materials.

Construction Management Plan 42
Fence
On site road
Four lane
main road
Site Security
Parking Spots
Equipment
Storage
Material
Storage
Site Shed
WC
Warehouse 1
Lunch
room
Unisex Disabled
Washrooms
Warehouse 2
Entry to
warehouse
Office
Space

Construction Management Plan 43
 The equipment will include the graders, excavators, trucks for material transportation,
concrete mixers, trowels, levels, brushes, wall ties, and the other equipment that the
different experts will need on the site to carry out different construction activities of the
project. Other equipment that will be required will include cranes, bob cats, excavators,
EWP’s and forklifts. For instance during the bulk excavation phase, there will be three
excavators on the site. There will also be at least one all-terrain forklift on the site to
ensure material handling issues are not a headache for the project. Equipment in this
project will be hired or procured depending on the cost of the equipment and its need of
used by different subcontracted experts. This will offer a visionary look at the different
construction activities to be carried out on site at a time and the required equipment in
order to allocate resources to guarantee the presence of the materials when required. The
resource planning of the equipment will ensure that the equipment is brought on board
during the required time according to the construction program and sequencing and also
matching the availability of equipment with the presence of the required funds and
human resource. The equipment will be operated only by trained individuals and checked
regularly as required. This then guarantees that the resources are made available when
they are required and safety in the operation, maintenance and storage is always
guaranteed.
The resource management plan
Thus the resource management plan for this project is as follows:
Team Subcontracted experts, helpers, and project teams
Materials concrete, steel structures, pipes, strainers roofing materials, wire mesh, windows,
doors, fixtures, and finishing’s
Equipment concrete mixers, trowels, levels, brushes, wall ties, graders,

Construction Management Plan 44
Cash Flow Forecasting
Cash flow forecasting allows for the construction manager to plan in advance about the
provision of the daily financial resources required for the construction activities to continue
running smoothly during the construction phase. In this manner, the cash flow forecast aided the
construction manager to understand how to manage they finances on site given that the client
will inject the money into the project in large bulks at different stages of the construction
project. This will allow for the budgeting of the available financial resources so that they can
finance the daily activities on the site in terms of guaranteeing the availability of equipment
material, and labour required for the construction activities of the day.
Budgeting for the resources is of paramount importance as it is the responsibility of the
construction manager to ensure that the available resources are able to finance the construction
activities in between the clients deposits of payments, so that the progress of the project is not
stalled by mismanagement of funds thus affecting the timeliness of the completion of the
construction activities. This construction management plan considers a cash flow forecasting
model simulated using Microsoft Excel to model a picture of the cash flows during the
construction process.
For this reason, all the changes that could occur in the construction process including
changes in the scheduling resources and budgetary allocations of the project activities are
considered in the cash flow forecast. This provides a visionary look of the cash allocations and
the required expenditures considering the construction activities to be carried out for every
month. The progress payments will be done on a monthly basis depending in the construction

Construction Management Plan 45
stage of the project. All the cash expenditures will have to be paid within a time frame of 30 days
from the day of expected payment date to guarantee that negative cash flows do not affect the
progress of the project to bring it to a complete stop. In so doing, the cash flow forecast ensures
that the project sequencing and programing expectations are met in that the required resources to
finance construction activities are always budgeted for so that the construction activities are not
stalled by issues pertaining to financial mismanagement.
With regard to the sequencing and groupings of work, the cash inflows will be divided
across all the activities that are to be commenced on before the next instalment. For instance, the
first $5,000 which is the proposed deposit will see through the preconstruction processes of this
project. The next inflow will be for the base stage where the sum of money collected will be
spent on bulk excavation processes. The process will be carried out in three phases according to
the bulk excavation strategy which groups the individual warehouses into 3 individual stages of 4
warehouses each. The progress payments paid will also be divided to into the three stages in
order to finance the different stages that will be funded by this payment instalment. This will also
service the processes of gate installation and enticing. The next instalment will see through the
commencement of the construction phases, although the work will be carried out in groups of
three following the groupings of the work in two three. The frame stage will have an instalment
of 495,747.50 which was divided into three phases according to the three groupings. The next
two instalment at the locked up, fixing, and the completion stages which will finance the
completion of the remaining activities as long as they are grouped into the three main groupings
of work to ensure the work is completed.
The following is the cash flow forecasting table:

Construction Management Plan 46
Cash Flow Forecast
totals
Construction Cash flow Project
Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 Feb-19 Mar-19
Opening Balance $ - $ 3,453,180.00 $ 2,926,283.75 $ 2,221,241.25 $ 1,723,017.25 $ 2,966,693.50 $ 4,246,762.25
Cash Inflows
Deposit $ 5,000,000.00
Base Stage $ 295,173.75
Frame Stage $ 495,747.50
Locked Up Stage $ 798,321.00
Fixing Stage $ 3,797,416.25
Completion Stage $ 2,123,868.75 $ 579,547.50
Total Cash Inflows $ 5,000,000.00 $ 295,173.75 $ 495,747.50 $ 798,321.00 $ 3,797,416.25 $ 2,123,868.75 $ 579,547.50 $ 13,090,074.75
Cumulative Cash
inflows
$ 5,000,000.00 $ 5,295,173.75 $ 5,790,921.25 $ 6,589,242.25 $ 10,386,658.50 $ 12,510,527.25 $ 13,090,074.75
Cash Outflows
Materials $ 72,500.00 $ 105,300.00 $ 69,850.00 $ 84,320.00 $ 112,500.00 $ 52,500.00 $ 79,480.00 $ 576,450.00
Equipment $ 1,086,500.00 $ 303,500.00 $ 233,000.00 $ 794,000.00 $ 2,086,500.00 $ 450,400.00 $ 105,000.00 $ 5,058,900.00
Utility Bills $ 21,250.00 $ 16,250.00 $ 64,500.00 $ 35,600.00 $ 32,100.00 $ 25,400.00 $ 32,825.00 $ 227,925.00
Labor $ 150,000.00 $ 175,000.00 $ 720,540.00 $ 249,650.00 $ 152,740.00 $ 98,300.00 $ 75,000.00 $ 1,621,230.00
Subcontracting $ 191,570.00 $ 202,540.00 $ 75,000.00 $ 116,400.00 $ 154,550.00 $ 198,450.00 $ 91,200.00 $ 1,029,710.00
Maintenance $ 25,000.00 $ 19,480.00 $ 37,900.00 $ 16,575.00 $ 15,350.00 $ 18,750.00 $ 12,275.00 $ 145,330.00
Total Cash Outflow $ 1,546,820.00 $ 822,070.00 $ 1,200,790.00 $ 1,296,545.00 $ 2,553,740.00 $ 843,800.00 $ 395,780.00 $ 8,659,545.00
Net Cash Flow $ 3,453,180.00 $ (526,896.25) $ (705,042.50) $ (498,224.00) $ 1,243,676.25 $ 1,280,068.75 $ 183,767.50 $ 4,430,529.75
Closing Balance $ 3,453,180.00 $ 2,926,283.75 $ 2,221,241.25 $ 1,723,017.25 $ 2,966,693.50 $ 4,246,762.25 $ 4,430,529.75

Construction Management Plan 47
Cost Control Strategies
As has been explained, the constraints of time and cost play the biggest role in the planning of
the project’s execution. To finish the project without exceeding these constraints requires that
one employs some strategies that could ensure that the consumption of these resources is kept in
check so that its allocations are able to finance all the construction projects until the next cash
inflow. In this project the cost control strategies that have been implemented to improve the
expenditure of financial resources are:
 Cost estimation and resource budgeting – This method utilizes the preparation of
estimates for the materials and the budgets of the project in order for them to be
monitored and controlled. This allows the construction manager to have an idea of the
required financial resources for every stage in the construction project to ensure that the
mismanagement of funds on the site does not slow down or stall the progress of the
project. In this manner, the cost estimation will ensure that the expectations in terms of
the construction program and the sequencing of the project are always met as the
resources required to meet these expectations have been budgeted for and allocated
beforehand. The project cost estimation was designed by considering the availability of
land where the project will be situated, the cash flow of the investors, the cost of the
machinery, equipment, materials, services and amenities, as well as the labour costs and
the consultation fee which is the profit for the consulting company. This yielded the
project to have a cost estimate of $13,090,074.75.
 Resource Planning – This method allows for the optimization of the labour, material and
equipment resource planning giving the construction manager a better estimate of all the
resources. This plan allows for the construction manager to have a rough overview of the

Construction Management Plan 48
resources in terms of labour, costs, materials, and equipment that will be required during
every construction level for purposes of ensuring that these materials equipment and
labour are always provided on site and thus no stalling of the project activities can occur
on site due to the lack of proper management of project resources. This in this manner
will help the project to achieve its program and sequencing expectations as the project
sequence can continue to take place as planned since all the required resourced for a
given construction activities are made available on time to ensure no stalling occurs to
affect the time or cost constraints of the project.
 Cash flow forecasting – This model simulates the provision of financial resources
required to continue running the daily construction activities without exceeding the triple
constraints due to planning for the future. This forecast as has been seen in the previous
section allows for the construction manager to have a rough overview of the way the
construction monies will be spent on the site following the design of the construction
program which dictates the order and sequence of construction events on the site. The
cash flow forecast details shows that the clients will inject money into the project at
different construction stages. It also shows that the money will be spent at all stages in
order to have a rough overview of the financial resources management during the project.
It also describes the amount of cash available for use during every construction level for
purposes of ensuring that these monies are always provided on site and thus no stalling of
the project activities can occur on site due to the lack of proper management of monetary
resources. This will help the project to achieve its program and sequencing expectations
as the project sequence can continue to take place as planned since all the required

Construction Management Plan 49
resourced for the planned construction activities are made available on time to ensure no
stalling occurs to affect the time or cost constraints of the project.
These have been improved by the new role played by technology in the construction and
building industry (Tam, Zeng, and Deng, 2004, p.118).
Quality management procedures
The quality management plan of this project seeks to ensure that quality is guaranteed at all
stages and activities of the project through the achievement of the major deliverables of the
project according to the standards set by approval authorities. The aim of quality management is
to ensure that the best outcome of the project is delivered based on what the client requires.
Given the project cost and timeline is already defined, the quality management according to ISO
9001 standards to guarantee quality in both the products and the services offered to the client in
this project. The project goals and objectives will thus have to be achieved such that the intended
purpose of the construction.
The quality management procedures will be able to control the individual processes that could
affect the other variables of the construction process like the delivery of materials and the
outcome with regard to the scope. This also guarantees that the results generated are consistent
every time for every other project reducing the requirement to revise or redo the work thus
reduced costs, better efficiency, and a more satisfied clientele (Black, Akintoye, and Fitzgerald,
2000, 20)
The plan for quality management looks into how the project team enforce quality
Role of Quality Responsibility
1. Purchase of necessary equipment for
resource management, and achievement
1. Construction Manager of Project

Construction Management Plan 50
of required result to achieve the best
outcome.
2. Maintain the quality of equipment,
analyses and recommendations
3. Resource Planning Scheduling
4. Cost control for resource planning,
customer satisfaction, and
responsibility management continuous
quality improvement
5. Timely allocation of resources,
measurement analysis and
improvement, customer satisfaction and
product realization
6. General working of product for product
realization and customer satisfaction
2. Project Team
3. Construction Manager and Quality
Assurance Department
4. Quality Assurance Department, Finance
Team, project team and construction
manager.
5. Construction Manager
6. Project Team and Construction
manager
Further, after the completion of the project, project assurance will be done following a checklist
that guarantees that the client’s interests were considered in the achievement of the best possible
outcome without exceeding the triple constraints of the project.
The following checklist represents the specific elements that ensure that the quality of the
outcome is met.

Construction Management Plan 51
Element Acceptable
(Yes/No)
Page/
Section
Comments
A1. Title and Approval
The construction contract of the
project has been signed by the
clients and the company.
The documentation and approvals
required in this construction have
been reviewed and verified
A2. Distribution List
Includes all stakeholder and
identifies the role that they will play
Shows that QA manager is
independent from the other
stakeholders of the project
A.3 Problem definition/Background
Clearly explains the scope of work
the site constraints and information
from the construction regulatory
boards.
Details the constraints and time and
resources according to the work
schedule of the project.
Ensures that the performance
criteria for the project are
identified, and the required
precision is achieved.
Ensuring construction has been
done according to the
recommendations of the Building
Permit and Legal Authorities
through the verification and review
of their conditions
Identify any forms of trainings
required to mitigate risks and
achieve the performance criteria.
A.4 Documentation and Records
Ensuring that the important
information on the project that has
to be recorded is regularly
document for quality control,
improvement, and quality
assurance.
Identifies where information
collected about the project should
be kept and the backup plan.

Construction Management Plan 52
Clearly identifies the procedures
that will be followed in order to
ensure the final quality of the
project is achieved.
A.4 Quality control, Improvement and Assurance
Ensuring that the aspect of quality
has been incorporated in all the
planned activities.
Details of what should happen
when the control limits are
exceeded such that the quality
control is guaranteed.
Ensuring the periodic maintenance
of the different equipment and
machinery to guarantee quality of
work.
Identifying all the critical supplies
of the construction project, with a
clear indication of the source of the
material, the criteria used to accept
the material quality, as well as the
procedures for the management,
storage and use of these materials in
the project.
Evaluations and Response Action
Identify the types of assessments
that should be conducted, the
individuals involved, and the dates
of the assessment
Describing the methodology of the
assessments, and the authorities to
whom the findings are to be
reported, as well as the
methodology and authority of the
corrective actions of this evaluation.
Guaranteeing the use of the
building after completion will not
have a negative impact on the
safety and health of the occupants
of the building.
Ensuring that the structural integrity
of the building is in accordance
with the conditions stated in the
building permit and the other
approvals
Identifying the details of the QA

Construction Management Plan 53
reports, the frequency and the
person responsible for the receipt of
QA status reports
Conducting the cost and time
expenditure analyses on a weekly
basis as well as using Management
(Control) charts, Assessments
(Inspection), and Distributed
(Scatter) plots to guarantee project
productivity and guarantee ISO
9001 standards are achieved in the
project
Description of the criteria for the
quality assurance of the project and
its activities, such as the checklists,
forms, and the computations.
Identifies the dispute resolution
process, the individuals involved
and the method to be used.
Reporting of limitations in the
project
Noise, dust and vibration control
Since this is a construction project that is bordering other facilities that are already in use, the
effect of dust, noise, and vibration on the pre-existing building will have to be fixed in the
effective manner possible. The equipment storage and maintenance will be located in a location
that is furthest from the pre-existing building to reduce the effect of dust, noise, and vibration
from the construction. Electric equipment could also be used instead of mechanical equipment in
order to guarantee silence. Equipment will also be used according to the instructions of the
manufacturers to ensure chances of vibrations and noise. To control dust, the construction
activities can be done after water has been sprinkled on site to manage the dust. After the sheds
have been put up, scaffolding will be installed around the building to prevent dust from getting
out of the construction area. The wheels of the vehicles in the site can first be cleaned before
leaving the site in order of mitigates effects of dust. Dust deposits can be cleaned using through

Construction Management Plan 54
regular inspections of local cleaning of highways where transport vehicles from the site use.
Hard-core mats can also be implemented to minimize the impact of vibrations on the surrounding
buildings especially during demolitions.
Trade overlaps- Stakeholders and trade management
Trade overlaps between the stakeholders and the trade management in this project will greatly
contribute to the aspects of the triple constraint of the project as well as the quality of the project,
as it is this overlaps that determine the interaction between the stakeholders of the project and the
vendors. Trade overlaps will be continued through the groupings of works to reduce the
construction downtime and thus preserve the constraint of time. The implications of this trade
overlap are a reduction in the management efficiency of the project, as some stakeholders may
need to play more than one hat to reduce the management efficiency of the construction project.
This may have a negative impact on the quality of the project as it is difficult to achieve
consistent results when the stakeholders handling different roles have different responsibilities
and have to work simultaneously to achieve the overall objective of the project. .
In this project, the management of the trade overlaps was achieved through grouping of
construction activities on the site and scheduling simultaneous completion of these activities by
different experts in order to guarantee project quality. Collaboration between different
stakeholders was required for the trade overlaps to continue preserving the constraints of time
and cost. This was achieved through the training and communication of the expected deliverables
for every stakeholder to guarantee that quality was achieved and the triple constraints were never
exceeded. The strict implementation of the construction management plan will also guarantee
that all the deliverables of the stakeholders have been identified and the time constraints clearly
identified to guarantee that the stakeholder delivers the expectation in quality and the triple
constraints before the reimbursement is traded in for the work. This will ensure that time and

Construction Management Plan 55
cost constraints are preserved through guaranteeing that resources are exchanged for quality and
the downtime is reduced through trade overruns in terms of groupings of works. The individual
activities also ought to be done using standard and regularized processes in the project so that
quality of work from every stakeholder is assured according to the ISO 9001 quality standards.
When the stakeholders understand their role in the project and the decisions that led to settling on
the given constraints of time, scope and cost, the stakeholders are able to guarantee quality in the
work done.
Conclusion
This construction management will provide effective guidelines for the construction manager to
effectively ensure the project is successfully completed and the best possible outcome is
achieved. This will be guaranteed by the achievement of the best possible outcome of the
construction as guided by the scope of the project without exceeding any of the triple constraints
of the project which are time, cost, scope and quality. The construction management plan will
thus be utilized to allow each and every construction activity to be carried out with ample
resources to guarantee the quality of the work done.
The project management plan will thus aid the construction manager to ensure that all the
construction activities are well planned for to ensure they are executed to the best of their ability.
This will guarantee that the construction process is carried out smoothly to completion in order
to optimize the expenditure of resources. The plan also looks into the activities that can be
carried out simultaneously and plans for the subcontracting of experts to guarantee that the
aspects of quality and time are specifically prioritized due to the status of the project as an
industrial project that requires returns soon.

Construction Management Plan 56
Recommendations
The construction management plan will thus guarantee the management of the project remains
simple in order to guarantee the efficiency and productivity of the project. This is because all
activities will have already been plan for and the required resources allocated before the
commencement of the specific construction activity. In this manner, the project is able to
overcome any challenges that may try to throw the project off balance, allowing it to run
efficiently regardless of any risks.
To improve the time and quality constraints utilization, the prefabrications will be utilized to
prevent construction delays. These prefabricated parts also assure the construction project of
more safety as building the products before assembly to prevent dangerous events. This also
makes the construction process easier as it only allows for assembly thus saving up on the time
constraints.

Construction Management Plan 57
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