What is the scope of construction management

Technical literature, comments and manuals Site Supervisor Manual Contractor

plant

Site manager manual contractor

Authors

Helmuth Duve / Christopher Cichos

10 Time management of the site manager

1256

In the previous chapters, the tasks for the secure provision of the contractual scope of services owed were described. In the following chapter, reference times are given for the elementary activities during construction. They represent the average expenses of site managers on construction sites, but can deviate from this in individual cases, e.g. with increasing experience of the site manager, with changed project conditions, etc.

1257

Young site managers in particular often find it difficult to allocate the time available to them appropriately for the work ahead. Due to the lack of experience, there is a lack of knowledge of which activities require more care and time, or which activities can and must save time. Experienced site managers can also use the values ​​to check their personal expenses and improve their time management. Often times, habits creep in which, on closer inspection, turn out to be too time-consuming and are therefore discarded again.

1258

When it comes to time management, it is important to ensure that activities that a foreman can and should take on based on his training are also carried out by him and not unnecessarily by the site manager, who then lacks the time for his actual tasks.

Examination of the preliminary work

1259

If the entrepreneur builds on the preliminary work of other companies, the site manager must review their preliminary work. The review of the preliminary work of other companies takes place at the beginning of the own construction phase. The site manager needs around one to two hours per construction project for the test. However, this value can increase significantly if an unusually large number of preliminary work - for example in existing buildings - has to be checked.

Preservation of evidence before construction begins and documentation

1260

The preservation of evidence of the condition of the site should be carried out in detail and conscientiously in order to prevent later disputes as far as possible. The time required depends on the scope and type of development around the site. In difficult cases, an external expert should be called in to secure evidence.

1261

The manual documentation of the progress of the construction site is carried out weekly and in special cases after completion of a construction phase or a special service. Constant or daily documentation is usually time-consuming. In contrast to this, a monthly documentation may later no longer be completely comprehensible in essential details. The construction diaries must also be kept daily. Documentation, which includes archiving as well as recording, takes between 10 and 30 minutes.

Plan review

1262

In principle, all construction plans are to be checked and checked by the site manager. The site manager must look at floor plans, elevation plans and detailed plans, which differ in their level of detail. Floor plans and elevation plans, usually in DIN A0 format, give the viewer an overview of the services to be provided and the possibility of assigning the detailed plans. Detailed plans, mostly in A3 format, represent excerpts from the floor plan or view plans, which give the viewer insight into the details.

1263

A site manager checks a total of between 10 and 15 plans in a week, taking between 5 and 15 minutes for detailed plans and between 10 and 15 minutes for floor plans and elevation plans.

1264

For around a third of the plans to be checked, the site manager needs to consult with the specialist planner or the plan creator, which takes between 10 and 20 minutes. In addition, the construction process has to be rescheduled on average twice a month due to a plan change, which takes about an hour. The rescheduling of the construction process due to a plan change is not included in the calculated offer price because it is a planning error or a change request by the client, which must be remunerated in addition.

Meetings

1265

Communication with the foreman is important for the smooth running of the construction site. Site managers and foremen have to discuss their daily tasks and coordinate them closely. As a rule, the entire daily routine on the construction site can be concentrated on one meeting, which thus takes place once a day. Excessively frequent meetings with the foreman unnecessarily take up the time budget of the site manager and are therefore only useful in special, unplanned situations. The daily meeting with the foreman should last a maximum of 30 minutes.

1266

Meetings with commercial employees are not part of the job of a site manager, but that of the foreman. It is therefore generally not right for the site manager to lead them. In certain situations, however, the site manager is also the point of contact for his commercial employees.

1267

The number and duration of the necessary meetings with a specialist planner, a subcontractor or other parties involved also depend on the boundary conditions of the construction site and the progress of the construction site. As a rule, one meeting per week is sufficient during the shell construction phase, during which all questions and difficulties that arise are clarified. If necessary, further short discussions can take place to clarify open points, but this should not become the rule. In addition, another weekly meeting (jour fixe) is held with all parties involved, to which the client is invited. He should be informed about the status of the construction site on a weekly basis.

1268

Basically, the length of the meeting depends to a very large extent on the people involved. In meetings, there is a risk that topics are unnecessarily expanded. In addition, long meetings require a high level of attentiveness from those involved, which wears off, making the meeting inefficient. Therefore, a maximum meeting duration of around 90 minutes should be set and not exceeded. Most meetings usually last 30 to 60 minutes, and meetings with the client a little longer. In addition, there are short discussions of 5 to 15 minutes in length.

Division of work and internal coordination

1269

The division of the industrial workers, the devices and their constant optimization on site is the task of the foreman, who is only checked by the site manager, as well as the creation of the measurements, which serves as the basis for the target-actual comparisons.

1270

If the construction target changes and a change in the construction process or the construction process is necessary, the site manager and the foreman must adapt the workforce and the equipment to the new requirements. Such a need for adjustment cannot be planned in advance.

1271

The site manager should check the polishing divisions every week, which then takes between half an hour and an hour. A daily check is not necessary, but a monthly check is not sufficient, as errors are often detected too late.

1272

In order to be able to react to delays in appointments at an early stage, a quick daily check of the schedule is also recommended. The site manager carries out a target / actual comparison of the schedule at least once a week, which takes half an hour to an hour.

1273

The duration and frequency of the reallocation due to a delay in delivery depend heavily on the progress of the construction site and the extent of the delay and are difficult to narrow down. A slight delay can occur more often, but requires less expenditure of time on the part of the site manager.

1274

A cost control and a target / actual comparison are carried out weekly by the site manager and take between 30 and 60 minutes, but can be significantly higher if the scope of services is large.

Checking and monitoring the construction work

1275

The site manager inspects his construction site every day in order to be able to control the construction and everything necessary for it during his tour. He mainly monitors the quality of the service provided, the construction process and thus the construction process, but also the work safety measures.

1276

The duration of a tour depends to a large extent on the progress of the construction site, the number of subcontractors, the size of the construction site and other factors, but the construction manager should have gained a sufficient insight within 30 to 90 minutes.

1277

The foreman is responsible for checking and ordering the building materials. The site manager only has to check the foreman and support him if necessary. A weekly check of the building material orders and a brief inspection of the existing building materials during his daily tour are sufficient for this.

Reporting

1278

Recognizing the need for a document is heavily dependent on the personal qualifications and experience of the site manager and the required duration cannot be quantified.

1279

The duration of the creation, however, depends on the type of document, the facts to be presented and the qualifications of the author, but generally moves within a certain time range. In addition, the scope rarely takes on large dimensions, but often documents of the same type are also similar in scope.

1280

The construction manager creates internal performance reports, minutes and memos as documents, as well as external correspondence based on the VOB and minutes of meetings.

1281

A site manager needs around 240 minutes per month to write the performance reports. Construction managers should not need more than half an hour to create internal and external logs or memos. A pleading that is created on the basis of the VOB, such as a notice of disability, takes around 20 minutes and has to be written on average around 5 to 10 times a week.

1282

In summary, construction managers have to write around 15 to 25 documents a week and each need between 15 and 30 minutes.

1283

The foreman is responsible for keeping the construction log and working hours reports, which the construction manager only has to control, which should take a maximum of 10 minutes a day.

1284

In addition to drafting documents, the site manager must read incoming documents. Internal documents are mostly only used for the distribution and forwarding of information and seldom result in letters of reply. Therefore, the site manager has to read more external than internal documents. Reading, however, takes almost the same amount of time. In total, between 20 and 30 documents will arrive at a construction site in a week, which the construction manager will have to read. A site manager should take an average of around 10 minutes to read a document.

Monitoring of critical construction phases on site

1285

In addition to the daily site tour, it may be necessary for the site manager to be present on site during critical or difficult construction phases. The frequency and also the time required depend, however, on the degree of difficulty of the construction site, the scope of the measure, the qualification of the industrial employees, etc. It is therefore not possible to quantify the effort.

Elimination of defects

As a rule, the site manager must plan and monitor the rectification of defects.

1286

The scope of the planning for eliminating the defect depends on the significance of the defect. If the problem is a defect that can be remedied with relatively little effort, the site manager and the foreman assign the necessary construction site staff and order the necessary building materials and equipment with him. Otherwise, the site manager and the company will decide how to proceed. A meeting and an on-site appointment with representatives of the company and, if necessary, the client will be necessary. Due to its size, the planning of the elimination of defects may have an impact on the entire construction site process, which must then be adjusted. The removal of defects is monitored either during the site tour or separately. It is sufficient if the site manager checks these once after the defect has been remedied. Significant deficiencies are checked during the elimination.

1287

As a rule, site managers have to have 2 to 5 defects rectified within one month. For the planning, construction managers need just under half an hour to rectify the defect. This value changes from 10 minutes to several hours, depending on the extent to which the defect is eliminated.

1288

The removal of defects is often monitored during the daily tour of the construction site. The time required for monitoring and testing is between 20 and 40 minutes.

Additional costs

1289

To enforce a claim for additional costs, the site manager conducts at least one negotiation with the client. There are around 3 to 5 additional cost claims in a month and need around three quarters of an hour for an additional cost negotiation. The site managers need around 30 minutes to enter the services for the additional cost claim into the construction process.

1290

The number of negotiations with subcontractors regarding additional cost claims made varies greatly and depends on the quality of the tender, the performance and the planning. The duration and number of the necessary negotiations do not differ from those with the client.

Prepare the advance invoice

1291

Depending on the contractual provisions, the site manager will invoice the client for the services provided. The duration for invoicing depends on the scope of the service rendered in the billing period. If partial invoices are issued on a monthly basis, construction managers need around three quarters of an hour to create them. If advance payment invoices are created more frequently, the expense value will decrease slightly.

1292

The subcontractors' invoices are checked by the site manager. The duration of the invoice verification depends on the size of the invoice, but is roughly the same as for the creation of the invoice.

public relation

1293

In the case of objects that are in the public interest, the site manager must also do public relations work. The site manager also represents the construction site and the company on various occasions. The time required will, however, be negligibly small in the general construction site process and only need to be taken into account in rare exceptional cases. As a rule, two to three hours of public relations work of two to three hours must be carried out during the entire project.

Overview of expense values

Examination of the advance payment

Advance performance test

Duration

[Minutes]

60–120

number

1 / project

Document the progress of the construction site

Photographic documentation

10–30

1-2 / week

Plan review

Plan review

Consultation

Rescheduling construction process

10–15

10–20

30–60

10-15 / week

3–5 / week

1-3 / month

Meetings

Foreman

Specialist planner

Subcontractors

with other participants

Client

commercial Workers

Consultations of all kinds

15–30

30–60

30–60

30–60

60–120

Foreman

5–15

5 / week

1 week

1 week

1 week

1 week

upon need

Division of work and internal coordination

Control of work schedule

Control schedule

Target / actual comparison schedule

Measurement creation

Cost control

Target-actual comparison of costs

30–60

5–15

30–60

Foreman

30–60

30–60

1 week

5 / week

1 week

1 week

1-2 / week

Checking and monitoring the construction work

Site tour

Control of work safety

Control building materials

Order building materials

30–90

10–20

10–20

Foreman

5 / week

5 / week

1-3 / week

Reporting

Reading documents

Drafting of documents

Performance report

VOB brief

Minutes and memos

Control construction diary

Control of hours worked

10

15–30

180–300

15–30

15–30

10

10

20-30 / week

15-25 / week

1 month

5-10 / week

5-10 / week

5 / week

5 / week

Monitoring of critical construction phases on site

Presence at the installation site

20–60

Elimination of defects

To plan

Monitor and check

10–90

20–40

2–5 / month

2–5 / month

Demand for additional costs

Accounts receivable per month

negotiations

Incorporate the requirement

30–60

20–40

2–5 / month

1–2 / addendum

2–5 / month

Partial invoice

Billing

Checking a NU invoice

30–60

30–60

1 month

upon need

public relation

public relation

120–180

2–3 / project