Construction Management within the Construction Project

Construction Management
Author
Affiliation
E-mail

Part A
Task 1
a. Communication Process Outline
The objective of communication within the construction project is to convey instructions to
instigate actions or responses and usually involves information exchanges, and/ or information
requests during the project. This communication process outline will be used at Sullivon for a
construction project in a suburb in the city outskirts. As per the organization quality and safety
policy, various aspects must be effectively communicated, and this outline takes into consideration
various factors that can affect effective communication. These factors include cultural differences,
the structure of the project team, the linkages in the project delivery system, information technology
use, the communication nature, the management of information, and working at a distance (Walder,
2012). The outline will be used through the entire project phases, form design to construction, and
post construction.
Communication will be achieved through verbal communication mostly during status meetings and
telephone. Non verbal communication will involve using e-mails, images (design images), and
weekly reports to pass information such as progress update or WHS policies. During verbal
communication, the bod language of participants will be ‘read’ to gauge interest and concentration
and these subtle cues to package the message being delivered better (Blazevic et al., 2013) .
Communications Plan
Name of project Start date
Project manager End date
Owner (of plan)
Planning
Objective of project and and key high level message points
To communicate project requirements (design)
Communicate workplace health and safety principles
Communicate plan for managing the project
Communicate project progress
Communicate with suppliers and partners/ contractors and subcontractors
Stakeholders
Executive project sponsor

Project team, including contractors and partners
Project manager
Project board
Suppliers and service providers
Relevant authorities
Communications
Outline
Communication Method/ Tool Frequency Objective/ goal Owner Audience
Design E-mail,
meeting,
plans
Every
fortnight
Review design, design
objectives
Project
manager
Project
team,
authorities,
sponsor
Project progress E-mail, status
reports
Weekly Review progress status
and discuss issues like
delays/ changes
Project
manager
Sponsor,
project
team
Work place health
and safety
Meeting, e-
mail
Monthly Communicate WHS
policies and any
incidents and their
solution
Project
manager,
health and
safety officer
Project
team
Compliance E-mail,
meeting, plan
reviews
Monthly Communicate
compliance with
requisite regulations,
laws and standards
Project
manager
Authorities,
project
team
(contractors
)
Team stand up Meeting Weekly Discuss progress, roles,
challenges faced (risks)
and what to be done
next
Project
manager
Project
team
Project review Meeting, e-
mail, report
Once
monthly
At each milestone and
at end of project
Project
manager
Project
team
b. Site Schedule

The meetings discussed include construction progress meeting, WHS meeting, and project review
meeting
Construction progress meeting
Project Date
Time Venue
Convener Project manager
Participants Project manager
Contractors and subcontractors (or their representatives)
Executive sponsor representative
Project accountant
Section heads and supervisors
1 Introduction and distribution
and signing of attendance form
2 Review of any past meetings
3 Progress report presentation
4 Discussion of progress/ issues/
site observations report
5 Actions from the past meetings
review
6 Member contributions
7 Review of key points and
actions to be undertaken
8 Conclusion and closure of
meeting

Work Place health and Safety Meeting
Project Date
Time Venue
Convener WHS officer
Participants Project manager
All contractors and subcontractors their respective staff
Suppliers and service providers
All workers involved in the project including masons, carpenters, equipment and
machine operators, project accountants
Project sponsor (client) and/ or their representatives
Section heads and supervisors
Sollivan management representative
1 Introduction and distribution
and signing of attendance form
2 Introduction of Sullivon WHS
policies
3 Compliance requirements and
discussion of individual roles
and responsibilities
4 Safety measures to be observed
5 Incident reporting process
6 Incident management process
7 Actions to be undertaken
8 Conclusion and closure of
meeting
Project Review Meeting

Project Date
Time Venue
Convener Project manager
Participants Project manager
Entire project team including various specialists, machine and equipment
operators, supervisors, accountants, WHS officer
Contractors
Sub contractors
1 Introduction and distribution
and signing of attendance form
2 Project performance review
3 Discussion of milestones,
adherence to project time-line
and schedule baseline
4 Member input on issues and
lessons learned
5 Discussion of areas where
improvements can be made
6 Conclusion and closure of
meeting

Task 2- E-Mail Communication
Screen shot

Task 3- Policies and Practices
a. WHS Policies to Manage Hazards and Risks
Sollivan Construction takes the issue of WHS very seriously and takes every measure to ensure any
risks and hazards associated with the nature of the construction project are effectively managed, and
consequently, they inform the following policies.
All staff and persons associated with the construction project, including suppliers and service
providers must comply with the Sollivan Construction Workplace Health and Safety Policy, which
in itself is based on the WHS Regulations of 2011 (Macdonald et al., 2012). In addition to being
familiar with this policy, all staff and partners must be familiar with the 2011 WHS Regulations and
commit to adhere to them.
All construction sites and projects will have a dedicated WHS Officer, responsible for the
documentation, operationalization, and creation of awareness of the relevant WHS policies.
The WHS Officer will educate and sensitize all staff on the WHS policy of Sollivan construction,
their roles and responsibilities, and expectations in ensuring everyone remains safe and in good
health during the entire construction duration.
Under the leadership of the WHS Officer, all hazards will be identified at every construction site,
from electrical, slipping/ falling, injury due to lifting, to fire, falling objects, and construction
equipment hazards.
These hazards will then be evaluated and characterized and apportioned a risk profile.
For every hazard identified, mitigation measures will be put in place, including measures to
minimize the chance of the hazard causing injury, such as having sealed and marked electrical
cables, warning signs on slippery surfaces, requirement for staff to wear personal protective
equipment at all times, safety standards for working at height, and having fore extinguishers.
The WHS Officer on site must conduct periodic assessments of hazards and risks and review the
safety measures in place; this is because risks are progressive and some low level risks may become
high risk hazards as construction work processes (Lingard et al., 2015).
The WHS Officer will perform random evaluations to assess compliance with set WHS policies as
per the Sollivan WHS policy document.
The WHS Officer will have basic knowledge on first aid and handling various types of hazards and
injuries as a first response to an incident; the WHS Officer may have specialists on site to assist
him/ her during incidents.
An incident reporting framework must be in place, consistent with the 2011 WHS Regulations on
how to respond to, report, and handle incidents.

In the event of an incident, the incident handling procedures must be followed depending on the
type and kind of incident and help sought by calling in paramedics, ambulances to evacuate any
victims to obtain medical attention as fast as is possible.
Any incident must be reviewed, documented, and measures put in place to avoid a repeat of the said
incident in future.
All manual work must follow the lifting safety guidelines on weights to be carried relative to body
size, gender, height, health status, and duration of work.
Always have a well kitted first aid kit, knowledge, and materials on site (easy to access)
b. WHS Incident
Second degree burn caused by an open flame torch used for welding on workers’ hand
Procedure : First remove the source of burn by turning off and securing the welding gas cylinder.
Evacuate the victim to safety, usually the fore assembly point at the construction site.
Assess the burn and remove any clothing in the burned area carefully.
Pour cold water on the burn area for several minutes to cool it down then cover with dry and clean
sterile dressing such as bandage to prevent any infection.
Call an ambulance to evacuate victim and report the incident as per Sollivan policy
Note: never use lotion, ice, or ointments on burns and avoid breaking blisters that form due to
second degree burns.
c. Reporting
After an incident and when one is safe, should immediately make a phone call to seek assistance
through FM Assist by dialing 55 555 (internal phone) or 1800 500 911 (external/ mobile phone).
Serious hazards such as falling from height or electrocution to be reported by the concerned person
to Safety and Wellbeing by calling 0407 181 594 / 8302 2459 (University of South Australia, 2017).
Any injuries or incidents with no harm, such as an equipment part falling off must be reported to SA
Health Safety Learning System through the web.
A written report for all incidents and any injuries reported by WHS Officer to Sollivan company

Task 4 – managing equipment and materials
a. Practices/ policies for managing plant and equipment
All plant and equipment must be in good working order with a requisite certificate of inspection and
For new equipment, a pre-purchase inspection certificate
All plant and equipment operators must be licensed and certified, with the minimum requirement
being a valid ‘White Card’ to operate equipment such as loaders to demonstrate competency under
CPCCWHS1001 (Express Online Training, 2020).
Operators of equipment such as cranes will require the High Risk Work License that is valid to
demonstrate competence in handling risky equipment. Welders will require the Australian Welding
Certification for various classes such as the AS 1796 certifications 1 to 9 as well as AS2214 and AS
1796 (Fry, 2017). To verify these, all prospective staff hired to work on a given construction site for
the jobs of operating pant and equipment or welding must have the requisite certificates listed
above. At the site, construction workers must demonstrate basic competency in operating pant and
equipment by having the requisite certifications. In the event a worker such as a plant operator lacks
the certification, he or she can be asked to take a test online and obtain the White Card. Otherwise,
they will have to be eased out of the construction project and a qualified person brought in, until
such a time that they obtain the required certification.
b. Materials handling
This is based on the Australian CPCCCM2004A code; safe and effective materials handling must be
prepared and planned before hand and OHS requirements followed in lieu of the materials. The
equipment and tools used for handling materials must be consistent with the materials and job
requirements and duly certified, with operators also duly certified (Australia Government, 2012).
The materials necessary for attaining the requisite work quality must be identified, acquired,
prepared, and handled safely. Materials to handled manually must follow safe work rules and safely
stored and sorted based on job requirement and then stacked for easy access, identification, and
inventory management. The materials must be protected from weather hazards such as rain or
moisture. Barricades and signs are used for isolating materials and hazardous materials must be
identified and separated and qualified staff with PPE allowed to handle them. Correct handling must
be used for non-toxic materials and PPE and other suppression procedures for dust used to
minimize health risks. These aspects must be allocated to responsible persons and ensure they
understand these guidelines as part of the WHS policy, under the direction of the WHS officer.
c. Order processing
During planning, order processing should be automated based on the construction plan and prior
shortlisting of suppliers so that materials are delivered just-in-time (Loughlin, 2017), under the
responsibility of a purchasing officer.

Materials and equipment hiring and use should also be automate, ensuring equipment are safe and
have valid registration and inspection certificates such as for crane. All equipment hiring and
maintenance must adhere to the Australian National Standards for Plant 1994 (under NOHSC:
1010) (Safe Work Australia, 2020).

Part B- Managing On-Site Operations
Task 5- performance Report
a. Work environment and on site operations
Have the role assigned to a person for site responsibility. The operations at the site must be planned
before hand, based on the company policy and roles assigned, with staff involved in planing and
execution. The operations must be effectively communicated and performance assessed with
constant monitoring and evaluation. The performance metrics are audited and reviewed and where
necessary, commendations given for improvements (Health and Safety Authority, 2020). This is
done every month based on a continuous improvement approach.
b. Managing subcontractor operations
This will be guided by a Contract Organization Chart that lists all contractors, subcontractors, the
relations among them, and their roles, responsibilities, and expectations with clearly defined terms
and conditions. Regular meetings will be held with communication channels kept open and real
time performance evaluation and real time insights obtained based on the provided guidelines and
documentation as per the guidelines and requirements of CPCCBC5005A. Due diligence will be
performed before subcontractor selection (Hook, 2020).
c. Change management
The project will have a scope management plan, requiring official requests for variations and
subsequent approvals by the executive sponsor. Contract variations to be managed as per the
UEENEEC007B guidelines.
Statutory authorities will be contacted as per the quality management policy and following the
CPCCBC5010B guidelines to get approvals to variations before changes are implemented
d. Managing Industrial Relations
Will be done based on the Fair Work Act of 2009 and ensure that there is compliance with company
policy on employment opportunities and site rules (Sollivan, 2020).
e. Multi site management
Project management practices will be integrated into managing construction in multiple sites, using
the systems approach to project management through effective communication, delegation of
leadership at other sites, and delivering client value using software applications to manage entire
process, including use of BIM.
Payment and claims processing will be based on milestones and deliverables as well as the project
schedule baseline where the Application for payment forms must be filled and reviewed based on
work done/ contract terms, before payment is processed (Rodriguez, 2019). Stakeholders will be
managed during planning, including on contract negotiations (Mirza, 2005).
f. Quality management

A quality management plan will guide quality implementation using a quality management
document for managing project quality (Ord, 2019). All subcontractors and contractors will have to
meet relevant quality standards and have certifications, including the AS/NZS 4667:2000. Frequent
inspections will be done at every milestone to ensure compliance while software such as BIM will
be used to ensure compliance with quality standards (Chen and Luo, 2014).

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