Jobsite Planning Flashcards
Traditional Designer-Constructor (Bid-Build)
• The owner normally employs a design company in either the architectural or engineering discipline to prepare detailed plans
and specifications for the constructor (a general contractor).
• Sometimes the designer oversees the project
• Typically, a general contractor enters into a contract with the
owner and is responsible for the management and control of the construction site
• most of the work is undertaken by a number of specialty subcontractors.
• You would likely see the architects or engineers’ name on the drawings
Professional Construction Management – large complex projects
• a project management team or company consists of professional construction managers and their site personal who will carry out the tasks of overseeing project planning, design
and construction.
• Project management team
• works with the owner
• Monitor the project – meet targets and goals, and budgets
• Coordinate the project and contractors
• Could see the owners name on the drawings
• Owner – Builder Operation
• the owner is a company whose size is large enough to have a
steady flow of on-going projects
• They maintain their own in-house design and management
team
• the owner would subcontract substantial portions of the
project to specialized contractors for installations such as HVAC
and sprinklers systems.
• The owner retains total control
• Would see the owners name on the drawing
Turn-key Operation
• The contractor agrees to provide a fully operational facility based on a detailed set of performance specifications set forth
by the owner.
• The contractor may even assume the responsibility of operating the project upon completion.
• Opposite of owner builder operation
• Requires a very clear and thorough set of specifications
• Would likely see the contractors name on the drawing
Scope – generally found within the specifications
Clearly describes the expectations of the project • Materials • Installation requirements • Contractual commitments • Scheduling of installation milestones • Coordination of sub-contractors
Permits (building permit)
• Building Permits
• Work permits create a record to record that work has
been done correctly and inspected to verify it has been
done in compliance to appropriate codes – safety
Permit (confined space)
• Confined spaces are uninhabitable spaces with limited access/egress
• Confined space permits identify hazards associated with the work to be carried out and control measures that shall be implemented
to lessen hazard of confine space work.
• May require oxygen analysis
• Always requires 2 personnel
Confined space safety
Entry procedures, protection equipment, rescue plan, risk assessments.
Permits (electrical lockout)
- Electrical lockout is the process of removing the source of electrical power and installing a lock which prevents the power from being turned ON during work.
- Inform those that will be affected
- A safety officer will release the permit
- Must remain in place until the work is done
- Use a lock; a separate lock for each user
Permits (hot work)
The Hot Work Permit is intended to assure that the
individuals involved in construction, renovations,
repairs and maintenance are aware of the hazards
associated with hot work/welding and that control measures are implemented to help lessen the hazard
• Issued by a project manager
Scaffolding tags
• The purpose of the tagging process is to identify the correct
construction, modifications, dangers of scaffolding along with the
project number and name, name of the individual responsible and
date of the inspection.
• Must be competent person
• Differs when the scaffolding is designed by a professional engineer
• Minimum inspection every 21 days or as conditions change and
with any modifications
• Rain
• hording
• Green – OK, Yellow – potential hazard, Red - Unsafe
Reports (progress reports)
• Time reports vary with every company, but the
basics would always be the same, such as:
• must be returned to the office promptly, so that
the payroll can be completed.
• Any hours of overtime work must be clearly
indicated.
• If work is done as an extra to the contract that
must be indicated
• Job names and numbers must be indicated
• Supervisor must sign
Reports (time and material)
• Two types of jobs, quoted, and time and material
• All material and labour used must be accurately
charged
• credits properly applied when transferring from one
job to another
• Special tool and equipment charges must also be
included
Reports (progress reports)
- Progress reports - should inform your company of how the job is progressing and the percentage of the contract completed.
- Accurate, specific weekly progress reports are essential for proper scheduling of work. They allow management to determine
- when the job will be completed,
- when additional men are needed,
- when men can be expected to be released for another project,
- and whether the job is progressing efficiently or whether it will run in excess of the estimates
- failure to complete this information delays proper billing and receipt of payment
Other reports
- Accident Reporting
- WCB report and Foreman’s Report
- Facts must be given, not opinions
- Must be thorough and complete
- Near miss reporting
