CONSTRUCTION MANAGEMENT

CONSTRUCTION
MANAGEMENT

Noor Izzati Mohmd Yusof
Emelia Joseph

Muhammad Ihsan Azizan

CONSTRUCTION
MANAGEMENT

Noor Izzati Mohmd Yusof
Emelia Joseph

Muhammad Ihsan Azizan

Published by:

POLITEKNIK KOTA KINABALU
No.4, Jalan Politeknik, KKIP Barat,
Kota Kinabalu Industrial Park,
88460, Kota Kinabalu, Sabah

Tel : 088-401800
Fax : 088-499960
Website : https://polikk.mypolycc.edu.my

© Politeknik Kota Kinabalu
First Edition, 2021

All right reserved. No part of this publication may be
reproduced or transmitted in any form or by means
electronic, mechanical, photocopy, recording or any
information storage and retrieval system, without
permission in writing from Politeknik Kota Kinabalu.

CONSTRUCTION MANAGEMENT

PREFACE

Construction Management provides a basic
understanding of construction site management, safety and
health management in construction projects, and
construction planning techniques with the help of various
concepts.

Broadly, this comprehensive book is organized into 3
main topics which are:
1. Introduction to management
2. Construction Site Management
3. Planning Techniques in Construction Projects

This book focuses on the management of construction site
projects and covers the basic application of the knowledge
and skills required to plan and control construction site
project scope, time, resources, cost, and risk. This book
also complies with the latest Construction Management
syllabus for Diploma in Quantity Surveying Program of
Polytechnic Malaysia.

Noor Izzati Mohmd Yusof
Emelia Joseph
Muhammad Ihsan Azizan
Jabatan Kejuruteraan Awam
Politeknik Kota Kinabalu

CONTENTS 1
2
PREFACE 2
LIST OF ABBREVIATIONS 3
LIST OF TABLES 4
LIST OF FIGURES 4
CHAPTER 1 : INTRODUCTION TO MANAGEMENT 5
5
1.1 Introduction 6
1.2 Definition of Management 6
1.3 Management Process 9
12
1.3.1 Planning 15
1.3.2 Organizing 16
1.3.3 Leading 18
1.3.4 Controlling 19
1.4 Organizational Structure 20
1.4.1 Functional Structure
1.4.2 Divisional Structure 21
1.4.3 Matrix Structure
1.5 Planning in Construction Project Stages
1.5.1 Pre-contract
1.5.2 Post-contract
CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT
2.1 Definition of Construction Site Management
2.2 Importance of Construction Site
Management

CONTENTS/I

CONTENTS

2.3 Construction Site Layout Planning 22

2.3.1 Definition of Site Layout Planning 23

2.3.2 Influences on The Construction Site 24
Planning 26
2.3.3 Placement of Construction Material in 27
Construction Site 28
2.3.4 Placement and Pathway of Machinery in
Construction Site

2.3.5 Case Study of Site Layout Planning

2.4 Safety and Health Program in Construction 33
Site 34

2.4.1 Definition of Safety and Health

2.4.2 Importance of Safety and Health in 35
Construction Site

2.4.2.1 Pre-construction Stage 36

2.4.2.2 Construction Stage 40

2.4.2.3 Post-construction Stage 44

2.4.3 Methods to Increase Construction Site 45
Safety 46

CHAPTER 3 : PLANNING TECHNIQUES IN
CONSTRUCTION PROJECT

3.1 Types And Importance of Planning Techniques 47
in Construction Project

3.2 Bar Chart 49

3.2.1 Usage of Bar Chart 49

3.2.2 Preparation of Bar Chart 51

3.2.3 Advantages and Disadvantages of Bar 55
Chart

CONTENTS/II

CONTENTS

3.3 Critical Part Method (CPM) 58

3.3.1 Usage of CPM 59
3.3.2 Term in CPM 59

3.3.3 Arrow Diagram Method (ADM) 61
3.3.4 Preparation of ADM 63

3.3.5 Precedence Diagram Method (PDM) 70
71
3.3.6 Preparation of PDM
3.4 Program Evaluation And Review Techniques 77
(PERT)
77
3.4.1 Usage of PERT 78
86
3.4.2 Preparation of PERT

3.4.3 Advantages and Disadvantages of PERT

3.5 Line of Balance (LoB) 88
3.5.1 Usage of LoB 89

3.5.2 Preparation of LoB 90
3.5.3 Advantages and Disadvantages of LoB 94

3.6 S-Curve 95
3.6.1 Usage Of S-Curve 96

3.6.2 Preparation of S-Curve 96

3.6.3 Advantages and Disadvantages S-Curve 100

QUESTIONS & ANSWERS 102

BIBLIOGRAPHY 119

CONTENTS/III

LIST OF ABBREVIATIONS

TF : Temporary Facilities
ETA : Estimated Time Arrivals
CPM : Critical Path Method
ADM : Arrow Diagram Method
PDM : Precedence Diagram Method
AoN : Activity on Nodes
AoA : Activity on Arrow
PERT : Program Evaluation Review Techniques
LoB : Line of Balance

LIST OF ABBREVIATIONS/IV

LIST OF TABLES

Table 3.1 : Construction of Pad Foundation
Table 3.2 : Activities, Events and Durations of a project

Table 3.3 : Activities and Predecessor of a Project

Table 3.4 : Example of Three-time Estimates

Table 3.5 : Activity, Predecessor and Three-time Estimates
of a Project

Table 3.6 : The Time Estimate (te) of a Project

Table 3.7 : PERT versus CPM

Table 3.8 : Activities and Production Rate of Installing 1,000
ft. of Pipe

Table 3.9 : Duration of Installing 1,000 ft. of Pipe

Table 3.10 : Activity, Predecessor, Duration and Cost/Day of a
Project

LIST OF TABLES/V

Figure 1.1 LIST OF FIGURES

: Functions of Management

Figure 1.2 : Functional Structure

Figure 1.3 : Divisional Structure
Figure 1.4 : Matrix Structure

Figure 2.1 : Construction Site Management

Figure 2.2 : Organizational Design in Construction

Figure 2.3 : Basic Process in Preparing Site Layout
Planning

Figure 2.4 : Poor site layout

Figure 2.5.1 : Existing Site Layout

Figure 2.5.2 : Criticism of Existing Site Layout

Figure 2.5.3 : Improved Site Layout

Figure 2.6 : Pre-construction Stage Plan

Figure 2.7 : Construction stage Plan

LIST OF TABLES/VI

LIST OF FIGURES

Figure 3.1 :Bar Chart for Construction of Pad Foundation

Figure 3.2 :Example of Arrow Diagram Method

Figure 3.3 :The Network Diagram of ADM

Figure 3.4 :TChreitiFcaolrwPaatrhd Pass Technique in Calculating The
in ADM

Figure 3.5 :CThreitiBcaalcPkwatahridnPAaDsMs Technique in Calculating The

Figure 3.6 :The Total Float of Each Activity

Figure 3.7 : Relationship Between Activities in PDM

Figure 3.8 :The Network Diagram for PDM

Figure 3.9 :ES, LS, EF and LF in PDM

Figure 3.10 :TChreitiFcaolrwPaatrhd Pass Technique in Calculating The
in PDM

Figure 3.11 :CThreitiBcaalcPkwatahridnPPaDsMs Technique in Calculating The

Figure 3.12 :The Total Float of Each Activity in PDM

Figure 3.13 :Network Diagram of a Project

Figure 3.14 :The Critical Path of a Project

Figure 3.15 :LoB Graph for Installation of 1,000 ft. Pipe

Figure 3.16 :Bar Chart of a Project
Figure 3.17 :S-Curve of a Project

LIST OF FIGURES/VII

CHAPTER 1 :
INTRODUCTION TO

MANAGEMENT

1.1 INTRODUCTION
Management principles are therefore the means by

which you actually manage, i.e. you get things done through
others, as individuals, in groups, or in organizations.
Management principles can be defined as the activities "to
plan, organize, and control the operation of basic [human]
elements, materials, machines, methods, currencies and
markets, providing direction and coordination, and
empowering human endeavors". Besides, management
principles are often viewed using a framework known as P-
O-L-C, which stands for planning, organizing, directing, and
controlling.

1.2 DEFINITION OF MANAGEMENT
Defined as the process of accomplishing something

to achieve goals effectively and efficiently.
Efficiently: – To accomplish a task with minimum cost.
For example: – Ahmad got a task to construct a flyover. The
estimated target for the same is 1200 crores and Ahmad
manage to complete the flyover in 900 crores. In this case,
Ahmad worked efficiently.

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/2

Effectively: – Ensure the task completed on time.
For example: – Supposedly, Ahmad need to complete
constructing the construction of flyover within three years. If
Ahmad completes his task within the span of three years,
we can say Ahmad’s management is effective.
1.3 MANAGEMENT PROCESS

Figure 1.1: Functions of Management
Management process can be divided into 4 processes;
1.Planning and Decision Making: Determining Courses of
Action,
2.Organizing: Coordinating Activities and Resources,
3.Leading: Managing, Motivating and Directing People,
4.Controlling: Monitoring and Evaluating activities.

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/3

1.3.1 Planning

Planning and Decision Making – Determining Courses of
Action

Planning means to set goals either by individual or
organization and deciding the best ways to achieve them.
Besides, planning can be seen as decision-making process
and a process of setting out the future course of action from
a set of alternatives to reach them successfully.

In short, planning means the process of shaping
the organization’s position and how the situation should be
in future to ensure that the best decision making can be
made to suit that situation.

1.3.2 Organizing

Organizing – Coordinating Activities and Resources

Organizing can be defined as the process of
establishing and transforming plan into reality. Besides,
organizing is all about determining the coordination of
activities and resources.

Organizing is a process of forming an intentional
structure of roles for people to fill in the organization.

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/4

1.3.3 Leading
Leading – Managing, Motivating, and Directing People

Leading is sort of skills of influencing people to
follow his/her direction. It is measured to be the most
challenging activities and one of the important tasks in an
organization.

Besides, leading also include a positive attitude
towards the work and keeping the goals closer among the
members in the organization.

Motivating is an essential value in leading
procedure. Motivating is defined as the management
process of influencing people’s characteristic to sustain
human behavior in a particular committed direction

1.3.4 Controlling

Controlling – Monitoring and Evaluating Activities

Controlling is the process of monitoring the
progress of activities in an organization. Thus, monitoring
progress is crucial to ensure the goals is achieved.

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/5

Controlling is known as the process of measuring,
comparing, finding deviation, and take corrective action
towards the organizational activities in order to achieve the
goals or objectives.

In short, controlling entails measuring the
performance, comparing with the standard and finding the
deviations, and take corrective action.

1.4 ORGANIZATIONAL STRUCTURE

1.4.1 Functional Structure

A functional organizational structure is a structure
used to organize workers based on the specific skills and
knowledge wise and divided into several departments. Each
department is structured with different roles from the
president to finance and sales department, to customer
service, to employees that are assigned to one product or
service. Functional organizations contain specialized units
that report to a single authority, usually called top
management.

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/6

Each functional unit responsible for one aspect of the
product or service provided such as:
i. Information technology
ii. Marketing
iii. Development
iv. Research, etc.

Figure 1.2: Functional Structure

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/7

Advantages of a functional structure
Functional structure promotes efficiencies, as
employees with shared skills and knowledge work together
performing similar function.
i) specialization - departments focus on one area of work
ii) productivity - specialism means that staff are skilled in
the tasks they do
iii) accountability - there are clear lines of management
iv) clarity - employees understand their own and others'
roles

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/8

Disadvantages of a functional structure

Functional structure leads to the creation of
'organizational silos’ which promotes a bad mindset among
the team in an organization. The hesitation of sharing
knowledge and information with other teams is one kind of
problem that should be worried about by the top
management of an organization.

This silo mentality can cause problems around:
i. Aligning priorities across the business
ii. The flow of information and communication
iii. Collaboration
iv. Co-ordination of decision-making
v. Embedding and managing change across departments

1.4.2 Divisional Structure
Divisional organizational structure entails several parallel
teams concentrating on a single product or service line.
Examples of a product line that exist are the various car
brands under General Motors or Microsoft's software
platforms. One example of a service line is Bank of
America's retail, commercial, investing and asset
management arms.

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/9

Divisions are more independent where each
division has its own top executive – often a vice president
which typically manage their own hiring, budgeting and
advertising.

Advantages of Divisional Organizational Structure

Divisions work actually allow a team in
organization to focus on single product or service with he
support of good leadership to achieve the objectives. In
divisional structure, lack of resources are not likely to
happen because having own president and vice president
would settle this issue. Besides, this structure allows the
element esprit de corps that are believe to increase morale
and knowledge of the division’s portfolio.

Disadvantages of Divisional Organizational
Structure

Politics in the organization are likely to happen
because of competition among divisions instead of thinking
strategic ways to allocate resources effectively. Thus, one
division will sometimes act to undermine another.

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/10

Besides, divisional structure has the potential of
rising up the issue of compartmentalization that can lead to
inconsistencies. For instance, Microsoft's business-software
division developed the Social Connector in Microsoft Office
Outlook 2010. They were unable to integrate Microsoft
SharePoint and Windows Live until months after Social
Connector could interface with LinkedIn. Some experts
suggested that Microsoft's divisional structure contributed to
a situation where its own products were incompatible
across internal business units.
.

Figure 1.3: Divisional Structure

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/11

1.4.3 Matrix Structure
An organization is known as matrix organization as
it follows matrix structure. In this kind of organization, the
employees report to two different managers at one time.
One of those managers is the manager who has the
authority due to vertical hierarchy while the other one gets
the authority due to flat hierarchy.
The horizontal and vertical authority make the
organization is said to have a ‘matrix’ structure. In short, the
matrix organizational structure is one kind of a mix
organizational structures, the project system, and the
functional system.

Figure 1.4: Matrix Structure

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/12

Advantages of a matrix structure
Fewer people, more work – The employees are
given more tasks instead of hiring fresh employees. Besides,
this type of organization use existing workforce to get things
done. This will increase the efficiencies of the organization.
Choose from experts – Best people from each
department are easily chosen to handle projects.
The efficient flow of information – The element of
efficiency is quite convincing as the information flows
vertically and horizontally. The vertical flow provides
information from one project to another while horizontal
flow focuses on information that are flowing from functional
units to another.

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/13

Disadvantages of matrix structure

Manager vs Manager – Hatred among functional
managers and project managers is likely to happen and this
may cause disaster to the organization as well as to the
employees working under them. For instance, one manager
may keep one of his employees to some other unimportant
works to prevent the employee working for the other
manager.

Too complex a system – Can be considered as too
complex system whereby several people working for
several people and at the same time answerable to other
people for several jobs.

One man, two jobs – Multiple jobs a one time can
lead someone to a chaos situation. In this case, the
organization itself become more dependent on the
employees and the possibility of performing the task badly,
take days off and ask for increment of salary are likely to
happen in organization.

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/14

1.5 Planning in construction stages
1.5.1 PRE-CONTRACT
Development of buildings especially in Malaysia

involve many parties to ensure the end product fulfil the
requirement of the client.

The traditional or conventional stages in
constructing new building can be defined as pre-contract
the creation of a new building can be defined as pre-
contract preceding to commencement of work on site,
describing the building in theoretical terms and post-
contract stage begin once construction has commenced.

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/15

The pre-contract stage includes the following:

1. Inception

During inception stage, client will prepare brief and state the
requirement for the project. Upon receiving it, design team will
start to collect survey information, initial design ideas and to
program the design period.

2. Feasibility
Study details of the project that includes the
formulating the design brief with the aids from all
consultants for the project.
3. Outline Proposal
Further establish the concept propose by the client
following the design brief requirements and outline
advice from the authorities.
4. Scheme Design
Developing more idea and ensure working proposition
is clearly defined.

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/16

5. Detail Design

Last stage of design whereby the ideas are fully developed,
integrating specialist to design specialist work for structures,
electrical and heating installations, etc.

6. Construction Information
Detailed working drawings and specifications are
prepared stating all the elements of the building.

7. Measurement
In this stage, bill of quantity is produced with numerical
figures of all materials and labors to construct the
building.

8. Tendering
The process of selecting the suitable tenderer to award
as the contractor to construct the building.

9. Pre-Contract Planning
Contracts between client and contractor to construct
the building as designed; confirmation of construction
methodology and construction programming.

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/17

1.5.2 POST-CONTRACT
The post-contract stage includes the following:

1. Construction on site
• Activities such as supervision, inspections, approvals

and valuations are carried out.
2. Completion
• The process of handover the building to the client for

occupation. The correction of defects, completion of
contract requirements and settlement of the final
account also take place in this stage.
3. Feedback
• Lessons to improve for the next project and for the
future.

CHAPTER 1 : INTRODUCTION TO MANAGEMENT/18

CHAPTER 2 :

CONSTRUCTION SITE
MANAGEMENT

2.1 DEFINITION CONSTRUCTION SITE

MANAGEMENT

Refers to the use of scientific methods and
evaluation criteria to carry out thorough and reasonable
planning and organization work on different production
factors (manpower, machinery, materials, etc.) involved in
the production site environment. It also refers to improving
coordination and detection work to ensure the overall
operation of the site to maintain stable development, so as to
achieve high-quality, high-efficiency production goals and
promote the orderly development of production projects.

[Wang Wei and Chen Gang,2018]

Site management, in general, includes a variety of
tasks, including site investigation prior to the start of the
construction process, material delivery, and procurement
management, keeping better site records, maintaining good
site communication and a high level of information flow,
regularly monitoring performance, setting up a well-
coordinated system among different parts, and performing
effective site layout planning.

[Dr. Emad Elbeltogi]

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /20

Figure 2.1: Construction Site Management

2.2 IMPORTANCE OF CONSTRUCTION SITE
MANAGEMENT

1) To improve productivity and schedule performance.
2) Better cost and schedule performance and higher profits.

Providing the Creating an Good
resources. environment Management
Such as
material, that is Practice
labours, etc conducive to

efficient
production

output

[H. Randolph and Ralph D. Ellis, 2017]

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /21

Figure 2.2: Organizational Design in Construction

2.3 CONSTRUCTION SITE LAYOUT PLANNING

Developing a good plan is the first step toward

maximizing profits. Construction site layout involves

identifying, sizing, and placing temporary facilities (TFs)

within the boundaries of the construction site. These

temporary facilities range from simple laydown areas to

warehouses, fabrication shops, maintenance shops, batch

plants, and residence facilities. Required temporary facilities

and their areas are depending on many factors including

project type, scale, design, location, and organization of

construction work. [Dr. Emad Elbeltogi]

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /22

2.3.1 DEFINITION OF SITE LAYOUT PLANNING

Figure 2.3: Basic Process in Preparing Site Layout Planning

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /23

2.3.2 INFLUENCES ON THE CONSTRUCTION SITE
PLANNING

1 Site Access Consideration ● It is necessary to inspect roads on and off the
construction site.

● It is important to assess if the roads can deliver
all the materials needed for the proposed
construction as well as be used as ordinary
traffic.

● ease of accessibility to minimize accident

2 Consideration for Site Office ● The accommodation consideration includes
and Accommodation types and anticipated numbers of workers.

3 Storage Consideration ● Determine a location for offices to easy
4 Consideration for Temporary access for visitors.

Services ● Many factors need to be considered, including
quantity and type of materials, suitable weather
5 Plant Consideration and security protection, sufficient storage, and
6 Fencing Consideration the working area around the storage.

● Location and type of temporary services
required.

● Coordination between various services
conducting site is fundamental.

● When setting the construction layout, consider
for plant type, time, and location of its
requirement. if it’s stationary, then hard standing
to its placement.

● if it’s mobile/moveable, inspect the route of the
plant to achieve optimum usage and efficiency
and adequate space for onsite maintenance of
the plant.

● specify the type of fencing

7 Safety and Health ● Should meet the minimum required of the
Consideration applicable Health and Safety regulations.

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /24

Site Office Unsatisfactory
Located too near noisy access

activities such as inadequate access to
mixer, or too near loading and unloading
located to roads in
dusty or too remote areas
with an insufficient
overview of the site Storage

Poor Wayfinding Inappropriate storage which
due to complex can result in damage to
layouts or inadequate products and materials

signages

Security Safety PROBLEM CAUSED BY Plant and equipment
Issue POOR SITE LAYOUT wrongly located can
cause the mixer is
Lack of perimeter inaccessible for delivery
security measures may of materials, not enough
lead to damages, theft, or
room for storage
vandalism aggregates

Welfare Facilities

poorly located welfare
facilities can decrease
Traffic Flow health workers’
Inadequate Space productivity and
Poor traffic management Allowed
on site can lead to a performance.
construction vehicle
accident. Material may be stacked
high or stacked on
roadways causing
hazards and working
areas may become
cramped

Figure 2.4: Poor site layout

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /25

2.3.3 PLACEMENT AND PATHWAY OF MATERIAL IN
CONSTRUCTION SITE

PLACEMENT

❖Location depending on the size of the site, traffic flow, and
material required.

❖Physical size required to fit materials.
❖Weather protection is required.
❖Accessibility of people and/or large equipment for

distribution to the site.
❖Security to deter theft.

PATHWAY

❖Construction site material delivery scheduling to stay on
track.

❖A route planner to ensure the driver can access the
shortest delivery paths to deliver the building materials to
the site.

❖with route planning, it can analyse different route planning
aspects such as real-time, traffic updates, weather
conditions, and Estimated time arrival (ETAs). and other
elements to help optimize deliveries path for the delivery
process.

❖Enhancing communication to ensure no lag that can result
in delayed or failed deliveries.

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /26

2.3.4 PLACEMENT AND PATHWAY OF MACHINERY

IN CONSTRUCTION SITE

PLACEMENT

❖ Park on level ground, with the parking brake firmly

engaged and, where necessary, blocked by appropriate
wedges.

❖ Never use rocks to chock the wheels of a wheeled

machine; instead, use the proper wedges.

❖ Avoid parking near the edges of slopes and excavations.
❖ Lower the attachments or working tools to the ground.
❖ Park machinery at a safe location and hang tag out
❖ Always lower attachments and set the parking brake

before dismounting the machinery.

❖ Always set the brake, lower the machinery, and place the

shift lever in neutral at the end of each work shift.

❖ Remove the ignition key and hand it back to the site

personnel for safe custody.

❖ machine should be stationed in a place off the work area

or access road
PATHWAY

❖ Details of the work area (e.g. vehicle routes, provision for
pedestrians, signage);

❖ Details of vehicles (e.g. type, safety features and checks,
maintenance requirements);

❖ Information and training for employees (e.g. driver
training, traffic hazard briefing);

❖ Type of vehicle activities (e.g. loading and unloading,
refuelling or recharging, reversing, tipping).

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /27

2.3.5 CASE STUDY OF SITE LAYOUT PLANNING
Example 1
Figure 2.5.1 illustrates the layout of building materials and
access roads for the purposes of servicing two hoists for the
erection of a low-rise building. Comment on and criticize the
present layout in relation to the positioning of both the
materials and hoists.

Figure 2.5.1: Existing Site Layout

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /28

Criticism of existing site layout:
1) Both the hoists have separate scaffold staging which can

cause to increase in the cost.
2) Materials are not stockpiled near the hoist.
3) The entrance to the site is too narrow for trucks to pass.
4) Stores are located behind the batching plant which can

obscure the storeman’s view and the checkpoint is also
separate from the stores.
5) Concrete and mortar mixers are located too far from the
hoists.
6) Temporary roads are too long and narrow.
7) Some stores are difficult to reach.

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /29

Figure 2.5.2: Criticism of Existing Site Layout

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /30

Suggested improved layout:
1) Both hoists are housed in a common scaffold.
2) Batching plants have direct discharge into dumpers.
3) The access has been widened near the site entrance.
4) The stores are located to give a good view of all

materials stockpiles and are sited near the temporary
road.
5) Concrete and mortar mixers are located near the
hoists.
6) The temporary road is shorter and wider.
7) A compound is provided to police non-bulk materials.

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /31

Figure 2.5.3: Improved Site Layout

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /32

2.4 SAFETY AND HEALTH PROGRAM IN
CONSTRUCTION SITE
Establishing a safety and health program at

construction sites is one of the most effective ways to
protect workers. Even a brief period of worker absence
due to illness or accident might result in significant
disruption and expense. It can also harm reputation,
productivity, turnover, and company morale.

Safety and health initiatives encourage the
proactive nature of “identifying and fixing” job site hazards
before they result in illness or injury.

Management and employees work together to
identify and resolve issues before they arise rather than
responding to an incident.

CHAPTER 2 : CONSTRUCTION SITE MANAGEMENT /33

2.4.1 DEFINITION SAFETY AND HEALTH

HEALTH • The protection of the bodies and minds of people from illness
resulting from materials, processes, or procedures used in the
workplace.

SAFETY • The protection of people from physical injury. The borderline
between health and safety is ill-defined and the two words are
normally used together to indicate concern for physical and
mental well-being of the individual at the place of work.

ACCIDENT • An unplanned event that results in injury or ill-health of people,
or damage or loss to property, plant, materials, or the
environment, or a loss of a business opportunity.

NEAR MISS •Any incident that could have resulted in an accident. Knowledge of
WELFARE near misses is very important as research has shown that,
approximately, for every 10 ‘near miss’ events at a particular location
in the workplace, a minor accident will occur.

•The provision of facilities to maintain the health and well-being of
individuals at the workplace. Welfare facilities include washing and
sanitation arrangements, the provision of drinking water, heating,
lighting, accommodation for clothing, seating (when required by the
work activity or for rest), eating, and restrooms.

OCCUPATIONAL •This is concerned with those illnesses or physical and mental
WORK -RELATED disorders that are either caused or triggered by workplace
activities. Such conditions may be induced by the particular work
ILL-HEALTH activity of the individual, or by activities of others in the workplace.

HAZARD • The potential to cause harm (this can include articles,
RISK substances, plants or machines, methods of working, the working
environment, and other aspects of work organization). Hazards take
many forms including, for example, chemicals, electricity, and
noise. A hazard can be ranked relative to other hazards or to a
possible level of danger.

•is the likelihood of potential harm from that hazard being realized.
Risk (or strictly the level of risk) is also linked to the severity of its
consequences. A risk can be reduced and the hazard controlled by
good management

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2.4.2 IMPORTANCE OF SAFETY AND HEALTH IN
CONSTRUCTION SITE

It is important to recognize the possibility that accidents can
occur in the workplace area. Such accidents can be costly to
the company and employers.
The employers, employees, self-employed workers,
designers, manufacturers, importers, as well as plant and
supply vendors are all responsible to ensure occupational
safety and health at the workplace.

The objective is to:
• Maintain the construction site, in compliance with all applicable
and appropriate life safety, environmental, and crisis management
issues in the workplace.

Under the law, the employer is obligated to protect the
employees in relation to safety, health, and welfare through
the following procedures:

• To provide and maintain a safe plant and working system.
• To put in place procedures to ensure safety and health in the usage,
handling, storage, and transportation of the plant and supplies.
• To provide information, instruction, training, and supervision for new and
old employees.
• To provide and maintain a working environment that is safe and free from
health hazards; and
• To provide the necessary amenities for the welfare of those who are
working.
• To ensure that the others who are at the workplace are not in any way
exposed to safety and health hazards due to the usage of dangerous
machinery/plant processes.
• To provide safety and health information to others who may be exposed to
risk while the workers are carrying out their work.

• Be reasonably attentive to avoid injury to themselves as well as others
while carrying out their work activities; and
• Co-operate with the employer and others to fulfill the provision of the law.

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2.4.2.1 PRE-CONSTRUCTION STAGE

Description of Client’s Environmental
Project Considerations restrictions and
and Management Existing On-site
Requirements
Risk

Significant Design The Safety and
and Construction Health File

Hazards

Figure 2.6: Pre-construction Stage Plan

1. Description of Project

a) Project Description and program details include:
➢ Dates (from the planned start and finish of the

construction phase)
➢ The shortest amount of time that must pass between the

major contractor's appointment and the site's directive to
start work.
b) Details of clients, principal designer, designers, and other
consultants
c) Whether or not the structure will be used as a workplace;
if so, the final design must take into consideration any
necessary workplace requirements (Health, Safety, and
Welfare Regulations)
d) Extent and location of existing records and plans

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2. Client’s Considerations and Management
Requirements

a) Making plans for:
➢ Planning for and managing the construction project, including any

project-specific health and safety objectives
➢ Communications and liaison between client and others
➢ security of the site
➢ Welfare provisions
b) Requirements relating health and safety of the client’s employees or

customers or those involved in the project such as:
➢ Site hoarding requirements
➢ Site transport arrangements or vehicle movement restrictions
➢ Client permit-to-work systems
➢ Fire precautions
➢ ‘no-go’ areas or other authorization requirements for those involved in

the project
➢ Any areas the client has designed as confined spaces
➢ Smoking and parking restrictions

3. Environmental restrictions and Existing On-site Risk

a) Safety hazards :
➢ Boundaries and access, including temporary access. e.g. narrow

streets, lack of parking space, turning or storage
➢ Any restrictions on deliveries or waste collection or storage
➢ Adjacent land uses, e.g. schools, railway lines, or busy roads
➢ Existing storage of hazardous materials
➢ Location of existing services particularly those that are concealed such

as water, electricity, etc

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➢ Ground conditions, underground structures, or water courses
where these might affect the safe use of plants, e.g. cranes, or
the safety of groundwork

➢ Information about existing structures regarding the stability,
structural form, fragile or hazardous materials, anchorage
points for fall arrest systems (particularly where the
demolition is involved)

➢ Previous structural modifications, including weakening or
strengthening of the structure (particularly where the
demolition is involved)

➢ Fire damage, ground shrinkage, movement, or poor
maintenance which may have adversely affected the structure

➢ Any difficulties relating to plant and equipment in the premises,
such as overhead gantries whose height restricts access

➢ Health and safety information contained in the earlier design,
construction, or as-built drawings, such as details of pre-
stressed or post-tensioned structures

b) Health hazards:
➢ Asbestos, including results of surveys (particularly where

demolition is involved)
➢ Existing storage of hazardous material
➢ Contaminated land, including results of surveys
➢ Existing structures containing hazardous materials
➢ Health risks arising from client’s activities

4. Significant Design and Construction Hazards

a) Significant design assumptions and suggested work methods,
sequences, or other control measures

b) Arrangements for coordination of ongoing design work and
handling design changes

c) Information on significant risks identified during the design
d) Materials that required specific precautions

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5. The Health and Safety File

Description of its format and any conditions related to its
content

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