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Project Design Report on Procurement and Planning the Development

1. Introduction

From previous stages of this project, civil engineering comprehensive analysis have been
made on the Copperfields site (Plot No. 2A) which is located within the Hunslett Riverside
character area.

12.2 Ha

Open greenspace

Constitutes of 3 main elements

Core area of comprising of buildings and playing fields of college


Rectangular plot divided by snake plane
Rectangular plot divided from main school by footpath

Best suited for mixed development

Good vehicular access

Ideal for recreational and leisure opportunities

Greenspace to able to promote sustainable development

The proposals made by my team on this site for building development after the demolition of
all existing buildings are:

A showcase green office development that utilises a range of green/sustainable


technologies to accommodate at least 30 people.
An arcade style complex containing at least 5 retail outlets of varying sizes and
associated parking.
A residential block of between 3-5 storeys high, with a total floor area of 1500 m2
and parking for at least 15 cars.

With the entire structures ranging from medium to high quality and reflecting the image of
Leeds as an important centre for commercial and leisure activities.
2. Procurement Plan

A Procurement Plan defines the products and services that one will obtain from external
suppliers. A Procurement Plan also describes the process one will go through to appoint those
suppliers contractually.

A procurement plan defines; first, the items you need to procure, the process for acquiring
those items, and finally, schedule the timeframes for delivery.

2.1 Review of NEC3 Procurement

Sustainable procurement of works, services and supply relies upon making value for money
decisions over the life of the asset and not solely on capital costs. A value for money solution
to meet user requirements relies upon the optimum combination of whole-life costs and
quality.
Any procurement strategy should identify the best way of achieving the project objectives,
taking into account the likes of key objectives, constraints, funding, risk and asset ownership.
It is the optimum balance of these factors that one strives for. The procurement route is the
means of achieving the procurement strategy. This will include the contract strategy that best
meets the clients needs. The contract strategy will determine the level of integration of
design, construction and maintenance for a project. This should support the main project
objectives in terms of the likes of risk allocation, incentivisation and delivery.
There are many procurement routes available including traditional, design and build, prime
contracting, management contracts and private finance initiative/publicprivate partnership
(PFI/PPP). The NEC is designed to be flexible enough to work in most currently available
procurement routes.
2.1.1 Traditional Approaches
The traditional approach with many projects, particularly in the construction industry, is to
have design as a separate function from construction. This is less common for the supply of
goods or plant where it is usually the supplier who carries our product design. Figure 1 shows
a simple relationship between a Client and a Consultant or Contractor for pre-construction or
construction related services. The Client could be one of public or private standing and the
Consultant or Contractor can in turn subcontract services to suit. The contract could be for the
likes of design, project management, cost consultancy, environmental, audit, facilitation,
management consultancy or architectural services. The NEC contracts that could be used are
the Professional Services Contract (PSC), Professional Service Short Contract (PSSC), Term
Services Contract (TSC) or Term Services Short Contract (TSSC) and this approach can be
used on a one-off project or a series of projects.

Client

Consultant or Contractor,
TSC or TSSC, PSC or PSSC

Figure1. Single appointment for pre-construction or construction-related services


Figure 2 shows a simple relationship between a Client and a Supplier for the local and
international procurement of goods. The Client could be one of public or private standing and
could also be a Consultant or Contractor. The Supplier can in turn subcontract the supply of
goods to suit. The NEC contracts that could be used are the Supply Contract (SC) or Supply
Short Contract (SSC) and this approach can be used on a one-off project or a series of
projects.
The SC could be for the likes of purchasing transformers, turbine rotors, rolling stock,
loading bridges, marine vessels, transmission plant and cable mining machinery; the SSC
could be for the likes of purchasing stationery, printer supplies, laboratory chemicals, tools,
desks, chairs, portable test equipment, raw materials, pre-manufactured materials or plant.

Client

Supplier
SC or SSC

Figure2. Single appointment for supply of goods


Figure 3 shows another simple contractual relationship this time for construction works to be
carried out for a Client by a Contractor. Again, the Client could be one of public or private
standing and the Contractor can in turn subcontract works to suit.
The contract could be for constructing any construction or engineering works. The NEC
contracts that should be used are the Engineering and Construction Contract (ECC),
Engineering and Construction Short Contract (ECSC), Term Services Contract (TSC) or Term
Services Short Contract (TSSC) and this approach can be used on a one-off project or a series
of projects.

Client

Contractor
ECC, ECSC, TSC or TSSC

Figure3. Single appointment for construction works

The classic traditional contract in the construction industry is a consultant designing works on
behalf of a Client who engages a Contractor to construct them, as shown in Figure 4. Under
ECC, ECSC, TSC or TSSC, the Contractor is responsible for the quality of his workmanship,
however under ECC, the Client has the safeguard of engaging a Supervisor whose role is to
check that the materials and workmanship meet the contracted quality levels.

Client

Consultant Designer Consultant Supervisor


PSC or PSSC PSC or PSSC
Contractor
ECC, ECSC, TSC or TSSC

Figure4. Multiple appointments of suppliers


More realistically, there will be many organisations involved in even a simple construction
project, and Figure 5 below demonstrates the cascading NEC contracts in such a relationship.

Client

Project Manager Consultant Supervisor


PSC or PSSC PSC or PSSC

Supplier Contractor Consultant Designer


SC or SSC ECC or ECSC PSC or PSSC

Subconsultant Designer
Subcontractor Subcontractor Supplier
PSC or PSSC
ECS or ECSS ECS or ECSS SC or SSC
PSC or PSSC

Supplier Supplier
ECS or ECSS SC or SSC

Figure5. Cascading NEC contracts for works project


2.1.1.1 Advantages of Traditional Approaches

Client can control the consultant team (design team).


Client will have better control over the quality of works.
Client can obtain the best price through competitive tendering.
Can easily accommodate any variation of the works as required by the Client.
Client's interest is protected by the Consultants who serve as advisors and
independent certifiers in the building contract provided that the design has been fully
developed and uncertainties eliminated before tenders are invited.

2.1.1.2 Disadvantages of Traditional Approaches

Client need to face many organisations due to many consultants.


The project need take long time to complete because many times is required in the
early stage to design the building.
May be too cumbersome for the Client to coordinate with the various consultants
The performance of consultants is very important because this can directly affect the
progress of the works.

2.1.2 Design and Build

There are a number of variants of design and build contracting, including just design and
build (D&B), design, build and operate (DBO) and design, build, operate and maintain
Client
(DBOM).
In D&B a single Contractor acts as the sole point of responsibility to a Client for the design,
management
Projectand delivery of a project, on time, within budget and usually
Manager in accordance
Consultant with
Supervisor
a performance
PSC orspecification.
PSSC Figure 6 shows a typical D&B project organisation
PSC or for a single
PSSC
project. If a Client requires Contractor self-certification of the quality of the works, then the
Supervisor instead becomes a function of the Contractor.
Contractor
ECC or ECSC

Consultant Designer
Supplier Subcontractor Subcontractor
PSC or PSSC
SC or SSC ECS or ECSS ECS or ECSS
PSC or PSSC

Supplier Supplier
ECS or ECSS SC or SSC
Figure6. Typical D&B project organisation

In DBO the Contractor operates the asset over a compliance period primarily to prove the
contract assumptions. The contract strategy for this can be one of two approaches, with the
choice largely being down to length of the operating period. If a relatively short operating
period is required then the D&B element of the project could be encompassed as a section of
the whole of the works within the ECC with the operating period of, say, one year being a
second section. Payments for the design, construction and operation would follow the chosen
ECC payment option.
If the operating period was a considerable length of time then it may be preferable to enter
into two contracts, ideally at the same time, one to D&B under ECC and the other to operate
under TSC. Figure 6 is still representative of the D&B element of the works with Figure 7
indicating the TSC contractual relationships. The assumption here is that no further design is
required in this period, though of course this could be provided on a subcontracting basis if
required.
DBOM is where the asset is also operated and maintained by the Contractor for (usually) an
extended period of time of 5, 10, 15 years or more. In this scenario, it is more likely that the
two contract approach, with TSC in place to maintain the asset in a certain state, would be the
preferred route.

Client

Service Manager
PSC or PSSC

Contractor
TSC or TSSC

Supplier Subcontractor Subcontractor


SC or SSC ECS or ECSS TSC or TSSC

Supplier Supplier
ECS,ECSS, SC or SSC SC or SSC

Figure7. Typical D&B project organisation for operating period

2.1.2.1 Advantages of Design and Build


Client has to deal with one firm and reduces the need to commit resources and time to
contracting designers and contractors separately.
Price certainty is obtained before construction commences as clients requirements are
specified and changes are not introduced.
Use of a guaranteed maximum price with a savings option split can stimulate
innovation and reduce time and cost.
Overlap of design and construction activities can reduce project time.
Improved constructability due to contractors input into the design.
2.1.2.2 Disadvantages of Design and Build Approach
Difficulties can be experienced by clients in preparing an adequate and sufficiently
comprehensive brief.
Client changes to project scope can be expensive.
Difficulty in comparing bids since each design will be different, project programme
will vary between bidders, and prices for the project will be different for each design.
Client is required to commit to a concept design at an early stage and often before the
detailed design is complete.
Design liability is limited to the standard contracts that are available.
2.1.3 Prime Contracting
Prime contracting is conceptually very similar to D&B and is where a single Contractor again
acts as the sole point of responsibility to a Client for the management and delivery of a
construction project, on time, within budget (this time defined over the lifetime of a project)
and in accordance with (usually) a performance specification. Often Clients will use this
model where they require the Contractor to demonstrate, during the initial operating period,
that the operating cost and performance parameters can be met in accordance with a pre-
agreed cost model. The contractual relationships for prime contracting are as for D & B, DBO
or DBOM, as applicable. A distinguishing feature of prime contracting in the United
Kingdom from D&B is that often the design requirements are to deliver the performance
requirements for which the asset was intended, whereas the level of reasonable skill and care
is often the chosen norm under the D&B variants. The level of design responsibility can be
chosen easily whichever NEC contract is used, however, the risk profile of these are in reality
quite different.

2.1.3.1 Advantages of Prime Contracting


Prime contracting removes the need for client co-ordination of multiple supply
chain contracts
Clear lines of communication and accountability
Improved supply chain management
Improved collaboration
Economies of scale
The ability to implement on-going improvement programmes
The potential to build up long-term relationships throughout the supply chain
The potential for long-term partnering and incentivisation
The potential for continuous improvement
Better consideration of whole-life costs
2.1.3.2 Disadvantages of Prime Contracting
Prime contracts can be seen to exclude smaller companies and to stifle competition
and innovation. They can become too cosy, simply adding another layer of
overheads and profit, and there is even the danger of fraud. As a consequence,
projects must be clearly defined at the outset, and carefully controlled throughout.
Strategies might include:
Open-book accounting
Clear measurable milestones
Clear, allocation of risks
Fraud detection and prevention
On-going performance measurement and continuous improvement

2.1.4 Management Contracts


Management type contracts include management contracting and construction management;
both are catered for in NEC. In reality a management contract structure is similar to a
traditional contract, where the main Contractor subcontracts works out.
He can carry out as much design and/or construction of the works as he desires, but this
should be listed in Contract Data part two as a lump sum total. This stated total, together with
the package Contractors costs, are added together and the management Contractors Fee is
applied to this amount. This total is the Price that the Client pays. Figure 8 illustrates this
management contracting relationship.

Client

Project manager Consultant Supervisor


PSC or PSSC PSC or PSSC

Contractor Consultant Designer


ECC option F PSC or PSSC

Subcontractor
Subcontractor Supplier Subconsultant
ECS or ECSS Subconsultant
ECS or ECSS SC or SSC Designer
Designer
PSC or PSSC PSC or PSSC

Supplier Supplier Client


ECS or ECSS SC or SSC

Project manager Consultant Supervisor


Figure8. PSSC management contracting PSC
PSC orTypical or PSSC
relationship

Construction manager Designer


Construction management can be organised under NEC PSC
PSC or PSSC as demonstrated
or PSSC in Figure 9. Here,
the Construction Manager joins the professional team alongside the Project Manager,
Supervisor and a Designer. Direct contracts are entered into between the Client and specialist
trade contractors, who in turn may subcontract works.
Contractor Contractor Supplier Designer Contractor
ECC or ECSC ECC or ECSC SC or SSC PSC or PSSC ECC or ECSC

Subconsultant Designer
Subcontractor Supplier
PSC or PSSC
ECS or ECSS SC or SSC
Figure9. Typical construction management relationship

2.1.5 Private Finance Initiative/Public Private Partnerships, PFI/PPP


This procurement route is typically where the public sector Client buys services with defined
outputs from the private sector on a long-term basis, typically for 25 years.
This will involve maintaining or constructing and maintaining the asset, and the supplier is
incentivised in this model to have the highest regard to whole-life costing as they have the
risk of operation and maintenance for a substantial period of time.
NEC can be used for all works and services within the supply chain but not for the head
contract itself. Traditionally the head contract is a bespoke agreement designed to reflect the
specific project. Figure 10 shows how the NEC could be used to design and construct the
asset.

Client

PFI/PPP
Bespoke Contract

Project Manager Consultant Supervisor


PSC or PSSC PSC or PSSC

Contractor
ECC

Subcontractor
ECS or ECSS

Supplier
ECS or ECSS, SC or SSC

Supplier
SC or SSC

Consultant Designer
PSC or PSSC
Client

Special Purpose Vehicle


Bespoke Contract

Service Manager
TSC

Contractor
TSC for construction activities
Figure10. Typical PFI/PPP relationship

Subcontractor
ECS or ECSS
Figure 11 shows how the NEC could be used to contractually organise the operation and
maintenance (O&M) of the asset.

Supplier
SC or SSC

Supplier
SC or SSC

Consultant Designer
PSC or PSSC
Figure11. Typical PFI/PPP relationship for O&M activities

Factors for consideration in selection of procurement option

External factors consideration should be given to the potential impact of economic,


commercial, technological, political, social and legal factors which influence the client and
their business, and the project team during projects lifecycle. For example, potential changes
in interest rates, changes in legislation and so on.

Client resources a clients knowledge, the experience of the organisation with procuring
building projects and the environment within which it operates will influence the
procurement strategy adopted. Client objectives are influenced by the nature and culture of
the organisation. The degree of client involvement in the project is a major consideration.

Project characteristics The size, complexity, location and uniqueness of the project should
be considered as this will influence time, cost and risk.

Ability to make changes Ideally the needs of the client should be identified in the early
stages of the project. This is not always possible. Changes in technology may result in
changes being introduced to a project. Changes in scope invariably result in increased costs
and time, especially they occur during construction. It is important at the outset of the project
to consider the extent to which design can be completed and the possibility of changes
occurring.

Cost issues An assessment for the need for price certainty by the client should be
undertaken considering that there is a time delay from the initial estimate to when tenders are
received. The extent to which design is complete will influence the cost at the time of tender.
If price certainty is required, then design must be complete before construction commences
and design changes avoided.

Timing Most projects are required within a specific time frame. It is important that an
adequate design time is allowed, particularly if design is required to be complete before
construction. Assurances from the design team about the resources that are available for the
project should be sought. Planning approvals can influence the progress of the project. If
early completion is a critical factor then design and construction activities can be overlapped
so that construction can commence earlier on-site. Time and cost trade-offs should be
evaluated.

Choice of Procurement for this Project

Traditional Procurement best suit this project and is thus considered for the whole life
circle of this project because;

A programme allows sufficient time;

Consultant design is warranted;

A client wishes to appoint designers and contractors separately;


Price certainty is wanted before the start of construction;

Product quality is required; and

A balance of risk is to be placed between the client and constructor.

Considering the above reasons, the key project factors (time, quality, cost and risk) are
satisfied within this procurement choice.

2. Project Management Plan

Project Management Plan Using the APM Body of Knowledge


Project management is the planning, monitoring and control of all aspects of the project, and
the motivation of all those involved in it to achieve the objectives on time and to the specified
cost, quality and performance. Project management is the application of knowledge, skills,
tools, and techniques to project activities to meet project requirements. Project management
is accomplished through the use of processes such as: initiating, planning, executing,
controlling and closing. The project team manages the work of the projects, and the work
typically involves;

Project Initiation
Initiation Process consists of the processes performed to define a new project or a new phase
of an existing project by obtaining agreement to start the project or phase. Within the
initiating processes, the initial scope is defined and initial financial resources are committed.
Internal and external stakeholders who will interact and influence the overall outcome of the
project are identified. Or in simple word, this first phase of the project the project charter and
the stakeholders are identified.

Develop Project Charter

Project Charter is the process of developing a document that formally authorizes a project or
a phase and documenting initial requirements that satisfy the stakeholders needs and
expectations.

Project charter
The charter contains the brief description of the project. Different inputs are used to develop
project charter and these inputs are as follows;
Inputs
1. Contract:
A contract is a legal agreement between two parties. For the aim of this project, a contract is
signed between both. In this contract duration, cost plan, project plan, procurement plan are
mentioned as well

Duration of the project

Start date Jan 1st 2017

End date Dec 31st 2017


Duration of different processes

Initiation 1st Jan- 31 Jan (1month)

Planning 1nd Feb- 30 Mar (2months)

Execution 1st Apr - 25 Nov (8months)

Monitoring and control M&C for whole execution

Closing 1st Dec- 31 Dec (1month)

Cost Plan

Work Cost
Pluming material

Concrete rods

Paint

Flooring material

Electrical equipment

Glass windows

Wood

Cement

Bricks

Labor

Total Cost

Human

Reserve

Total Price

Estimated Budget
In this project keeping all expenses in mind that the estimated budget required for this
project is about ----
Procurement plan
All the material mentioned in the cost plan is going to procure from different suppliers
at given cost.

2. Environmental factors:
Environmental factors which may influence this project are;
Organization Culture
Work hour
Holidays
Internal factors like labor strike, shortage of material, unavailability of man
power, etc.
External factors like load shedding, public strike against any event, political
factors, inflation etc.
3. Organizational process assets:
OPA provide a guideline and give work procedures in the construction project. These
procedures are followed throughout the whole of the construction project.

Output
Project charter

Company background

Brief background of the company and its area of specialization.

Description of Project

This entails the different terms and conditions used with the time duration of the project
written in the contract.

Triple constraint
The triple constraint consists of time, scope and cost. The objective of this project is
to achieve the triple constraint. The first focus in this project is to complete the
construction within one year as mentioned in the contract. For this purpose, a table
has been constructed and distribute the project phases in different months.

Initiation 1st Jan- 31 Jan (1month)


Planning 1nd Feb- 3o Mar (2months)
Execution 1st Apr - 25 Nov (8months)
Monitoring and control M&C for whole execution
Closing 1st Dec- 31 Dec (1month)
Then the next focus is to achieve the target within the given budget and for this purpose the
cost for different material is already estimated so that it will not exceed the given budget. The
estimated budget is about ----and in these amount all procurement will done for the
construction of the residential block and the recreational Hall at the given site.
The time taken to complete these is also mention in the scope statement. This given period
will not be exceeded and from the scope and finishing the project within the time and costing
limit.
Project Team

Project team is made for this project and which include the followings;
I. Project Manager, Team Leader, Team Members, and some Assistants.
Stakeholders:
The main stakeholder is the suppliers. These are the outsiders stakeholders. Within the
company Project charter has a key stake in this project so project manager is a stakeholder as
well.

Identification of stakeholders

Identification of stakeholders is the process of identifying all people or organizations


impacted by the project or people who are the stake in the project is stakeholder.

Inputs
All inputs are discussed above in the develop project charter. And these are:

Project charter
Environment factors
Organizational process assets

Tools and Techniques


Different tools and techniques are also used to identify stakeholder like stakeholder analysis
and expert judgment.

stakeholder analysis

-key stakeholder

-Vendors/supplies

Output

Stakeholder register:

Stakeholder name Role Involvement priority impact

Supplier Customer High Main Positive


Supplier Supplier Medium Main Positive
Contractor Contractor Medium Main Positive
Project Manager Project manager Very high Main Very
positive
Planning for the project
This is the second phase of the project management which consists of those processes
performed to establish the total scope, define and refine the objectives, and develop the
course of action required to attain those objectives. The planning processes develop the
project management plan and the project documents that will be used to carry out the project.

Planning process

Planning process consist of sub-processes. Starting from the develop project management
plan and end at procurement.

Develop project plan

Develop Project Management Plan is the process of documenting the actions necessary to
define, prepare, integrate, and coordinate all subsidiary plans. The project management plan
defines how the project is executed, monitored and controlled, and closed.

Inputs
All the inputs for the development of project plan are mentioned above. And the same tools &
techniques are used for this process and its expert judgment mentioned in the initiation phase.

Outputs

Project management plan

- Life cycle

Total duration 1 year


Start 1st Jan
End 31 Dec

Initiation 1st Jan- 31 Jan (1month)


Planning 1nd Feb- 31 Mar (2months)
Execution 1st Apr- 25 Nov (8months)
Monitoring and control M&C for whole execution
Closing 1st Dec- 31 Dec (1month)

Other than life cycle all these parts of the plan explained later step by step.

Scope management plan


Requirements management plan
Schedule management plan
Cost management plan
Quality management plan
Process improvement plan
Human resource plan
Communications management plan
Risk management plan
Procurement management plan

Project Scope Management Plan


Collect Requirement

Collect Requirements is the process of defining and documenting stakeholders needs to meet
the project objectives. This is vital in this project.

Input

Project charter: Project charter is already described in the document.


Stakeholder register:

Stakeholder name Role Involvement priority impact


Supplier/vender Supplier Medium Main Positive
Construction company Contractor High Main Positive
Project Manager Project Manager Very High Main Very
Positive

Tools and Techniques

Interview and face to face meeting:

In this project, face to face meeting and interview with our stakeholders to get the
information about their interest in this project was done.

Output
Requirement Management Plan:

Stakeholders Requirements Criteria


Customer Project to be Customer satisfaction, project execution with
completed on time good utilization of monetary and other type of
resources in the form of time and human
resource
Construction Satisfy customer by Meet up the design criteria
Company providing good result
Vendors/suppliers Supply things on time Supply of high quality material without delay.
and get money
Project Manager Project to be Success of the project as a whole and project
completed on time completion on time with excellent utilization
with the full utilization of resource. Also the end product with
of material and human acceptance from the customer
resource.

Definition of scope: Defining scope is the process of developing a detailed description of


the project and product.

Inputs:

Project charter
OPAS

Both inputs are described above in detail.


Tools and Techniques

Expert judgment:
Described above

Product analysis:

Since the output of the project include the product as deliverable so the product analysis is
compulsory. So work break down structure will be used.

Alternative identification:

Identifying alternatives is a technique used to generate different approaches to execute and


perform the work of the project. So pair with comparison technique is used when gone out of
scope.
Outputs

Scope Statement:

The main goal of this project is to construct Residential block and Conference hall within one
year by analyzing the stakeholders needs and interests.

Main Deliverable Residential block and Conference hall

Documents/reports About the monthly progress

Work Breakdown Structure (WBS)

Creating WBS is the process of subdividing project deliverables and project work into
smaller, more manageable components. In this project, work break down is applied to the
construction tasks into many small components for easy management and effectiveness.

Tools and Techniques

Decomposition:
The tasks and activities are divided in to sub tasks and processes like dividing the main
project into smaller parts for easy plan and execution.
Outputs
Work Breakdown Structure has been made in primavera / MS project.
Description:

The duration decided for this project is one year with basement, ground floor. And the
estimated cost for this project is about ---. All these description is written in the contract and
both of the parties signed this agreement.

Main Deliverable Complete Recreational hall and Residential


building

Documents/reports About the monthly progress

In this part, the base line of the projects requirements, deliverables, and the acceptance
criteria are fixed.

Project Time Management Plan


Defining Activities: The process of identifying the specific actions to be performed to
produce the project deliverables

Inputs

Scope baseline:

The scope contains the project description, major project deliverables and acceptance criteria.
(Construction of residential block and recreational Centre in Copperfield site)

Description:
The duration decided for this project is one year with basement and ground floor. And the
estimated cost for this project is about

Main Deliverable Completion of Residential block and


Recreation Center
Documents/reports About the monthly progress
Environmental factors:

Environmental factors which may influence this project are


Organization Culture
Work hour
Holidays
Internal factors like labor strike, shortage of material, unavailability of man
power, etc. has some effect on the project.
External factors like load shedding, public strike against any event, political
factors, inflation etc. are considered in the project
Organizational process assets:

OPA provide a guideline and procedures on how to work on this construction project. This
process is follow for the duration of the construction.

Tools and Techniques


Decomposition, Template and expert judgment are used as tools.

Output

Activity list:
Proposal writing
Defining team members and group leader.
Gathering required information.
Performing feasibility analysis.
Defining customer requirements.
Develop project charter.
Identifying stakeholders.
Collecting requirements.
Project Costing and Budgeting.
Scheduling, Project scope management planning.
Project scope statement writing
Scope baseline, defining accepted work deliverables.
Project risk management planning.
Project communication management planning.
Project quality management and procurement management planning.
Whole construction
Milestone list

Main task is the construction of structures

Mandatory tasks Target date


Approval of Charter 31 Jan 2017
Project plan completion 1st Mar 2017
Approval of project plan 15 Mar 2017
Selection of project team 31 Mar 2017
Execution started 1st April 2017
Execution completed 25 Nov 2017
Closing 31 Dec 2017

Sequence Activities
Sequence Activities is the process of identifying and documenting relationships among
the project activities.

Tools and Techniques

Precedence Diagramming Method


Precedence diagramming method used in this project is GANTT. It contains finish to
finish, start to start, finish to start and start to finish relationship of the activities. And it is
shown in primavera or MS project.

Outputs

Project schedule network diagram


Gantt Diagram and it is on primavera / MS project
Estimate Activity Resource

Estimate Activity Resources is the process of estimating the type and quantities of
material, people, equipment, or supplies required to perform each activity.
Inputs

Activity list (mentioned above)


Environment factors (mentioned above)
Organizational process assets (mentioned above)
Resource calendar (Has been made in primavera / MS Project)

Tools and techniques

Expert judgment (mentioned above)


Alternative analysis (mentioned above)

Outputs

Activity resource requirement plan

Type of resource Requirement


Human resource For all activities human resources are required to make the
project team and utilize labour for project.
Software resources Software resources are required to make the design of house.
Organizational process asset Organizational process assets contains organizations
policies, templates, standards and help data for the guidance
of team members so that they can perform the project
processes more efficiently and with better utilization of time
and monetary resources.
Transportation resources Transportation is required for delivery of material.
Materials Different type of material is needed for this project like
cement, steel, sand etc.
Equipment Equipment are also required this project.
Project Execution
The Project Executing Process includes the processes to perform the work on the project
according to the Project Management Plan. This includes managing people and resources to
perform the activities defined in the Project Plan are based on the PMBOK Guide.

Estimate Activity Duration

Estimate Activity Durations is the process of approximating the number of work periods
needed to complete individual activities with estimated resource.
Inputs
Inputs have been already described earlier.

Activity list
Activity resource requirement
Project scope statement
OPA
Enterprise environment factors

Outputs

Activity Duration Estimate

Activity Duration
Estimate(days)

Project initial proposal writing 2

Defining team members and group 1


leader.

Gathering required information. 1

Performing feasibility analysis. 1

Defining customer requirements. 1

Develop project charter. 2

Identifying stakeholders. 1

Collecting requirements. 1
Project Costing. 2

Project Budgeting. 1

Scheduling. 1

Project scope management planning. 2

Project scope statement writing. 1

Making project scope baseline. 1

Defining accepted work deliverables. 1

Project risk management planning. 2

Project communication management 2


planning.

Project quality management planning. 2

Project procurement management 2


planning.
Whole construction 240

Develop Schedule

Develop Schedule is the process of analyzing activity sequences, durations, resource


requirements, and schedule constraints to create the project schedule.

Inputs

Activity list
Activity resource requirements
Activity duration estimate
Project scope statement
OPA
Environment factors

Tools and Techniques

Resource levelling
Critical Path method

It is made in primavera / MS project.


Output

Project schedule: The estimated duration for his task is noted and targeted in this project.

Project Cost Management Plan

Estimate Cost

Mentioned in primavera / MS project also


Determination of Budget

Total budget is about ---- for this project


Project quality Management Plan
Plan quality

Inputs

Scope baseline

The scope contains the project description, major project deliverables and acceptance criteria.
Description:
The duration decided for this project is one year. And the cost for this project is about ---- .

Main Deliverable Complete Green office and Residential block

Documents/reports About the monthly progress

In this part, the base line of the project requirements, deliverables, and the acceptance criteria
are fixed.

Stakeholder register

Stakeholder name Role Involvement priority impact

Customer Customer High Main Positive


Supplier/vender Supplier Medium Main Positive
Construction company Contractor High Main Positive
Project manager Project Manager Very High Main Very
Positive

Cost Performance baseline


The cost performance is an authorized time phased budget at completion used to measure,
monitor and overall cost performance on project.

Schedule Baseline

This is the accepted schedule performance measures including start and finish dates.
Tools and Techniques

Cost benefit analysis

The benefit of meeting quality requirements can include less rework, higher productivity,
lower cost and increased stakeholder satisfaction.

Outputs

Quality management plan

The quality management plan describes how the project management team will implement
the performing organizations quality policy

Quality Role: Responsibilities


1. Project Cost Efficiency. 1. Finance Department, Quality Department,
Project Manager, Project Team.

2. Procure good quality material. 2. Project manager

3. Manage quality of material 3. Project Team.

4. Project schedule. 4. Project Manager, Quality Department.

5. Project Manager, Project Team.


5. Product overall working.
6. project manager
6. Allocation of resources at time

Perform Quality approach

Planning quality and performing quality control is used to analysis the work of the
management processes continuously, and the product related processes to alleviate negative
impacts and check the cost and schedule variances. The reports will also make and these
reports will show the projects performance and quality standard.

Quality control approach


Weekly cost performance reports is issued and this help to sought from Finance department to
reduce costs on project. Inspection, Control Charts and Scatter plot are made to analyze
project, team members and schedule performance.

Quality improvement approach


To improve the quality of the projects processes many steps are used which include;

Weekly meeting between the project manager and project team to remove difficulties may
affect the project.
Reports on cost performance are issued weekly to analyse the cost against quality.
Control Charts and Scatter plot are made to analyze project, team members and schedule
performance.

Project human resource management plan

Development of Human Resource Plan

Project Human Resource Management includes the processes that organize, manage, and lead
the project team.

Inputs

Activity resource requirements


The resources are provided according to the need. The resource requirement
documentation for each activity and estimated resources for each activity
OPA
Environmental factors

Tools and techniques

Networking
Networking is the formal and informal interaction with others in an organization,
industry, or professional environment. For this project weekly meetings are to be held
with the project manager and other stakeholders that will contribute to the success of the
project.
Outputs

Human Resource plan


Projects teams

Roles, Responsibilities, and Authority of project team:

Role: Authority: Responsibility:

1. Project Manager. 1. Has the authority to do change in 1. Will monitor the whole work and
project management plan. guide the team about any difficulty.
Also make sure that all the tasks
performed are within budget.

2. Show all results to the project


2. Team Leader
2. Will lead the team. manager and solve issues between
team members.
3. Human Resource
3.Has a authority to oversee the work
Manager
of labours 3.Will give reports to the higher
authority
4. Finance manager
4. Has a authority to check the cost of
every task 4.Will record all balances against
costs
5. Quality manager 5.Has a authority to check the quality
of materials used in construction
5.If any change will occur he will
report to the team leader

Selection of workers:
After mentioning the roles of the project team, the worker team are selected based upon the
needs of the project. In the project of construction the worker team will be selected on the
basis of experience.

Project Communication Management Plan

Plan Communication
Plan Communications is the process of determining the project stakeholder information
needs and defining a communication approach.

Inputs

Stakeholder Registry
Stakeholder management strategy
OPA
Enterprise environmental factors

Tools and Techniques


The analysis of the communication requirements determines the information needs of the
project stakeholders.

Stakeholders Communication Schedule Medium


Customer Monthly Face to face/Email
Suppliers Monthly Face to face
Construction company Weekly with the Project Face to face/ Presentations
Manager
Customer Weekly Face to face/ Email/ Presentations

Communication Technology

Different mediums for communication like face to face, Email, telephone etc. are used
Outputs

Communication Management Plan: This is discussed above. In these meetings,


stakeholders are informed about the progress of the project on weekly and monthly basis.
If any change will occur in the project, stakeholders are informed in time.

Communication within the project team

The project team communicate with the team leader through face to face meeting. The team
leader interact with the Project Manager through meetings, presentations and emails telling
him about the current situation of the project.

PROJECT PROCUREMENT MANAGEMENT PLAN

Plan procurements
Plan procurement contains the process of documenting project purchasing decisions,
specifying the approach, and identifying potential sellers.

Inputs
Scope baseline
Requirement documentation
Risk register
Project schedule
Activity cost estimate
Cost performance baseline
Enterprise environmental factor
OPAs
These all inputs have been described earlier in different project documents

Outputs:

Procurement management Plan:


This procurement plan sets the procurement frame work for this project. It will serve as the
guideline for managing procurement throughout the life of the project and will be updated
when required.
The procurement plan of the project is given below:

Procurement Process:
The whole procurement process is under the authority of the Project manager and also he has
the responsibility for the sales and the material selection.

Items Justification Needed


Cement, bricks Needed because important tool April - August
for construction
Concrete Rods Needed to provide the base of April August
the house
Wood and Needed for the purpose of July September
Granite building windows, doors

Tilling & For the decoration of the house, May - July


flooring For the decoration purpose
material like
marbles and
tiles

Plumbing For the purpose of the piping August - October


sewerage work
material like
Pipes
Electrical When the frame of the house is October November
material like completed then the electrical
equipments work should be started
Bath fixtures & Bath work will start after October-November
accessories completion of frame of house
Material for Paint house after whole October-November
Steel work construction
Aluminium
work
Paint work

Make or buy decisions:


We are outsourcing some of the project materials and also this step is important in because
the decision for buying or not buying is totally based upon the fact that the project manager
give the green signal to the supplier. Then the process of the procurement is started.

3. Risk Management Process

3.1 Introduction

Risk is the probability of occurrence of uncertain, unpredictable and even undesirable events
that would change the prospects for the profitability on a given investment/project. Managing
risk is to minimize, control and share risk and not just pass them off unto another party. And
this is one of the reasons the Traditional Procurement is applied for this project as risk is
shared by both client and contractor.

A construction risk is a variable in the process of construction, whose occurrence results in


uncertainty as to the final cost, duration and/or the quality of the project.

However, the environment in which decision-making takes place can be described in three
methods, which include certainty, risk and uncertainty. Certainty exist only when one can
specify exactly what will happen during the period of time covered by the decision and
conform to the specific requirements of certainty. Uncertainty is defined as a context for risks
as events having a negative impact on the projects outcomes, or opportunities, as an event
that have beneficial impact on project performance. This definition stresses dual nature of
uncertainty in potentially having both positive and negative influence on the projects
outcomes. Uncertainty can arise from sources both internal and external to the project.

According to Hargitay and Yu spectrum of uncertainty which goes from; total uncertainty
to certainty. Where total uncertainty being where the outcome is not known and
alternative outcomes cannot be identified; partial uncertainty where alternative outcomes
can be identified but probabilities cannot be estimated; risks when probabilities can be
estimated; and certainty when the outcome is known.

Is the outcome certain?

Yes

Risk

Can Alternative outcome be identified?

Yes No

Can Probability be estimated? Total Risk

Yes No

Calculable/Quantifiable Risk Incalculable/Unquantifiable Risk


Figure12. A holistic view of project risk

3.2 Risk management Procedure

Risk management is an activity process which defines the sources of uncertainty (risk
identification), estimates the consequences of uncertain events/conditions (risk analysis) and
generates response strategies. Figure13. Shows the cyclical risk management process, which
is carried out independently for each phase of the construction project.

Risk Identification

Qualitative or Quantitative Risk Assessment

Risk unacceptable Risk Undesirable Risk acceptable Risk negligible

Avoid Risk Avoid Risk Retain Risk

Transfer Risk Transfer Risk

Share Risk Ignore Risk

Reduce Risk Retain Risk

Figure13. Cyclical Risk management Process

The five Stages of Risk Management Process for this project will cut across:

Identifying risk: risk related to this project should be uncovered, recognised and described
by both the client and the contractor as it relates to their various risk categories.
Assessment of the risk: after identifying the various risks, the likelihood and the
consequences of each risk should be determined. An understanding of the nature of the risk
and its potential on the effect of the project should be considered.

Planning: risk should be evaluated or ranked by determining the magnitude which is the
combination of likelihood and consequence.

Implementation: highest ranked risk should be treated or modified to acceptable risk level;
risk mitigation strategies, preventive plans and contingency plans should be created. Risk
treatment measures for highest ranking or most serious risk should be added in the risk
register.

Monitoring and Review: the project risk register is used to monitor, track and review risks
with the scheduled risk monitoring timing for the project.

Table of Risk Group and Risk Factors

Risk Group Risk Factors


Physical risk Accident due to poor safety procedures
Supplies of defective materials
Varied labour and equipment productivity
Environmental risk Difficulty to access site
Adverse weather condition
Environmental factors like flood, earthquake etc.
Design risk Awarding design to incompetent designers
Rush design
Inaccurate quantities
Not coordinated design (structural, mechanical, electrical, etc.)
Lack of consistency between BOQ, drawings and specifications
Logistic risk Unavailable labour, materials, equipment
Undefined scope of working
Inaccurate project programme
High competition in bids
Poor communication between the home and field officers(contractors side)
Financial risk Inflation
Unmanaged cash flow
Delayed payment in contract
Exchange rate fluctuation
Monopolising of materials
Financial failure of the contractor

Legal risk Ambiguity to work legislations


Difficulties to get permit
Delayed dispute resolution
No specialised arbitrators to help settle fast
Legal dispute during construction phase among parties of the contract
Construction risk Design changes
Rush bidding
Actual quantities differ from contract quantities
Undocumented change orders
Lower work quality due to time constraints
Political risk Segmentation of construction process
New governmental acts or legislations
Unstable security circumstances
Closure
Management risk Changes in management ways
Resource management
Information unavailability
Poor communications between involved parties
Ambiguous planning due to project complexity

Risk Assessment Scoring and Matrix

1 2 3 4 5
Categories Negligible Minor Moderate Major Catastrophic
Physical risk:
Accident due to
poor safety
procedures/
Supplies of
defective
materials/
Varied labour
and equipment
productivity
Environmenta
l risk
Design risk
Logistic risk
Financial risk
Legal risk
Construction
risk
Political risk
Management
risk
Likelihood

Description 1. Rare 2. Unlikely 3. Possible 4. Likely 5. Almost


certain
Frequency Will not Do not Might Will probably Will often
(how often ) happen or expect it to happen or happen or happen or
reoccur happen but reoccur reoccur but it reoccur
there is occasionally is not a possibly
possibility it persisting frequently
could. issue
Probability <0.1% 0.1-1% 1-10% 10-50% 50%>
(will it
happen or
not) %
chance of not
meeting
objective

Risk Scoring = consequence x likelihood

Consequence Likelihood Score


1 Rare 2 Unlikely 3 Possible 4 Likely 5 Almost
Score
Certain
5 Catastrophic 5 10 15 20 25
4 Major 4 8 12 16 20
3 Moderate 3 6 9 12 15
2 Minor 2 4 6 8 10
1 Negligible 1 2 3 4 5
Grading of Risk Score

Low Risk = 1-3 Urgent, easy measures implemented immediately and further
actions planned.
Moderate Risk = 4-10 Actions implemented could take longer time.
High Risk = 12-16 Actions implemented but not to be too long.
Extreme Risk = 20-25 Urgent actions needed. Management board to be aware and
immediate corrective measures put in place.
Environmental Plan

4.1 In relation with the main construction processes that will be employed to deliver the
proposed development. Residential elements of the proposed development are to be in
compliance with the Code for Sustainable Homes, with specific reference to encourage
construction sites to mitigate environmental impacts. This will require continuous monitoring
of construction processes and adoption of best practice working arrangements.

4.2 The planning condition lists specific construction related topics that the CEMP should
address which are discussed in the following sections.

Construction Operating and Delivery Hours

4.3 Working hours for construction traffic are to be restricted in accordance with SHDC
Condition 77. The Standard hours specified by this condition are as follows:

08:00 and 18:00 weekdays

08:00 and 13:00 on Saturdays

No Nighttime, Sunday or Bank Holiday working

4.4 No construction, demolition or engineering works (including land reclamation,


stabilisation, preparation, remediation or investigation) will be allowed to take place outside
of these stipulated hours, with all plant, machinery or equipment turned off, unless otherwise
permitted in writing by the Local Planning Authority (LPA(s)).

4.5 Deliveries will be permitted within the standard hours set out above. However, in order to
control the impact of construction traffic on the local road network during peak hours (08:00
09:00 and 17:0018:00), the intention will be to arrange the arrival and departure of deliveries
between 09:00 and 17:00.

4.6 Mobilisation hours are also proposed as part of the CEMP process. As standard this will
comprise one hour before and one hour after Standard hours. Mobilisation activities
permitted within Mobilisation hours will comprise:

Arrival and departure of workforce and staff at site and movement to and from place of
work (staff to remain considerate of neighbours, no loud music or raised voices)

General refuelling
Site inspections and safety checks

Site meetings (briefings and quiet inspections / walkovers)

Site cleanup (site housekeeping that does not require use of plant)

Site maintenance and low key maintenance

Safety checking of plant and machinery (provided this does not require or cause
hammering, banging, etc...)

4.7 Where there is a requirement to work outside either Standard hours or Mobilisation
hours, for example due to: safety reasons where activities require completion as a continuous
process where deliveries need to be made out of hours or where work needs to be undertaken
on the public highway outside the site, this will be agreed in advance with the LPAs

Frequency, duration and means of operation involving demolitions, excavations,


drilling, pilling, concrete production and dredging operations

4.8 Demolition All unwanted structures within the development site will be demolished.
These will be carried out through a separate contract and will not affect the construction
parcels.

4.9 Excavations Excavations for foundations will occur throughout the development
parcels. This will be carried out via typical means using excavators etc.

4.10 Drilling There is no expectation that there will be a need for drilling on the
development parcels.

4.11 Piling There is no expectation that there will be a need for pilling on the development
parcels.

4.12 Concrete production There will not be a need for a concrete batching plant on site.
Concrete will be premixed off site. And all blocks/bricks will be produced and bought
outside.

4.13 Dredging operation There is no expectation that there will be a need for dredging on
the development parcels. Sound attenuation measures to be incorporated to reduce noise at
source.
4.14 To minimise the impact on receptors during the construction process, the following noise
and vibration mitigation measures need to be implemented as appropriate for all works.

Selection of inherently quiet plant where appropriate

Plant should be checked each morning to confirm that it is in full working order

Plant should be regularly maintained and maintenance certificates will be retained

Vehicles and mechanical plant used for the purpose of the works should be fitted with
effective exhaust silencers

Major compressors should be sound reduced models fitted with properly lined and sealed
acoustic covers which should be kept closed whenever the machines are in use

Machines in intermittent use should be shut down in the intervening periods between work
or throttled down to a minimum

Materials should be handled with care and be placed, not dropped

Noisy fixed plant such as generators, compressors and pumps should be positioned so as to
cause minimum noise disturbance. If necessary, acoustic enclosures and/or screening should
be provided

Activities known to generate high levels of vibration, such as piling, should not be carried
out in close proximity to occupied premises

Hydraulic or vibratory hammers should be used where possible. Conventional impact


hammers should be avoided

4.15 The majority of the construction processes on site are unlikely to give rise to substantial
noise complaints. However, if there are substantiated noise complaints, the Consortium
Manager will take the necessary action in accordance with the complaints procedure, which
would include noise monitoring, in compliance to the Generic CEMP. Following noise
monitoring, which will record noise levels at the source of complaint, corrective actions will
also be taken including use of alternative working practices, implementation of different or
additional mitigation measures, and possibly noise monitoring should the construction
process emitting the noise be expected to occur continuous for more than five days.
4.16 If remedial measures cannot be identified, discussions will be held with the affected
people and LPA(s). A record of any noise monitoring and complaints is to be kept.

4.17 When undertaking noise monitoring, sound levels should be monitored using the
methods contained in BS 7445 and Annex G of BS 5228: 2009, Part I. Noise surveys to be
undertaken by a qualified noise consultant.

Details of temporary lighting

4.18 It is proposed to limit working hours, as detailed above, to reduce the need for artificial
lighting. During winter periods, construction work will be programmed to minimise the need
for artificial lighting and this should be restricted to locations away from existing properties
where possible.

4.19 Where temporary lighting is necessary, ensure that light fittings are directional, hooded
or equivalent to direct light to where it is required and to minimise light spill towards
sensitive residential or ecological receptors or upwards into the night sky.

Arrangements for site access and vehicle parking

4.20 The areas of car parking, which will be required to support the site compound and to
cater for construction employees on site, will be surfaced to minimise dust emissions and will
be located adjacent to the site compounds. Sufficient parking will be provided such that the
public highway is not used for parking by construction related vehicles. Appropriate road sign
and traffic control measures should also be put in place to guide entry and exit of both cars
and delivery vehicles.

Construction Workers Travel Plan

In support of the wider development, a Construction Workers Travel Plan (CWTP) has been
produced. The movement of construction workers will be carried out in compliance with the
CWTP.
Dust Suppression and Mud Controls

4.21 Dampening down of the area must be carried out where necessary to minimise dust
transfer into the atmosphere or towards neighbouring premises, whilst taking into account the
potential for increased mud on the road. Dust suppression must be used if dust rises more
than about 1m above the ground surface.

4.22 Stockpiles of material shall be damped down or otherwise suitably treated or sheeted to
prevent the emission of dust from the site. Stockpiles should be planned and sited to
minimise the potential for dust generation. The handling of material should be kept to a
minimum and when deposited onto a stockpile it should be dropped from the minimum
possible height.

4.23 Particular care will be required to maintain dust emissions at a practicable minimum
during the construction activities, particularly when working in the vicinity of existing
residential properties and environmentally sensitive receptors.

4.24 Best practice mitigation will be required during dry conditions. Dust reduction measures
will include as necessary:

Seeding and sealing of any earth stockpiles retained on site and on the site

Sheeting of vehicles transporting materials to and from the site

Limiting the speed of general vehicles within the site to 20mph

Any Haul roads/temporary access roads to be regularly cleansed

Provision of wheel washing facilities or road sweeping at access points onto local roads (to
prevent mud from getting on the public highways)

Damping down of haul roads/temporary roads using mobile water bowsers

Visual monitoring at sensitive locations on a daily basis

4.25 By using effective dust mitigation techniques, including good site planning, the potential
for dust emissions to arise at a construction site and impact surrounding receptors can be
minimised to an acceptable level.
4.26 The potential for dust to arise during the ground breaking, earth moving and excavation
stage of the construction is highly weather dependent. If carried out in dry weather, increased
water spraying may be required to ensure the surface material remains damp. In wet weather
greater attention needs to be paid to vehicle cleaning to ensure significant quantities of mud
are not trafficked onto local roads, which once dry can become a significant source of dust.

4.27 Throughout the construction period, care will be taken to ensure the adequate control of
dust from vehicles delivering and removing materials to and from the site.

4.28 Drop heights, when loading and unloading materials, will be minimised. All dusty loads
will be sheeted appropriately. Dried mud and dust carried onto roads by lorries and other
machinery can be a significant source of dust. The contractor will ensure that the hard
surfacing of heavily used areas and adjacent public roadways are regularly cleaned.

4.29 Generally storage compounds will be screened, both for security and to prevent wind
whipping. In addition, there are certain construction activities that are inherently dusty and
would require additional controls e.g. stone or brick cutting. Such activities may require local
extraction plant or the activities may be limited to certain time periods in order to limit
impacts.

4.30 Particular care will be taken in respect of the local road network to ensure dust
emissions or mud on roads does not affect road users, with the contractor undertaking daily
monitoring to ensure no issue arises. Furthermore, monitoring to be undertaken by the
contractor weekly site to check for visible signs of dust emissions and deposition and to
ensure adequate drainage and soil management controls are in place. The contractor will
carry out a risk assessment to identify any additional control measures in relation to dust
suppression and mud controls.
Site Waste Management Plan

The construction industry creates huge amounts of waste. This adds greatly to the cost of
building projects and is also very harmful to the environment. A well thought out site waste
management plan can save a developer, and their contractors, thousands of pounds by
avoiding unnecessary waste. New national regulations came into force in April 2008
requiring all construction projects over 300,000 in value to prepare a Site Waste
Management Plan (SWMP). This requirement covers new build, conversion, maintenance
and installation of services such as water and sewerage. This is the basis for this report waste
management analysis.

A Site Waste Management Plan is sets out how building materials, and resultant wastes are to
be managed during the project. The SWMPs purpose is to ensure that; Building materials are
managed efficiently, waste is disposed of legally and fly tipping is reduced and materials
recycling, reuse and recovery is maximized. The SWMP provides a structure for waste
delivery and disposal at all stages during a construction project. Typically, it will identify the
following:

Who is responsible for resource management?

What types of waste will be created?

How the waste will be managed: will it be reduced, reused or recycled?

Which contractors will be used to ensure the waste is correctly recycled or disposed of
legally and responsible?

How the quantity of the waste generated from the project will be measured?
Client Responsibility

Preparation of the SWMP

Under the Waste Management Plans Regulations 2008, the client is ultimately responsible for
preparing the site waste management plan as part of the planning phase of the project. The
client is also responsible for appointing a Principal Contactor to manage the SWMP during
the construction phase. In certain circumstances, a Principal Contractor is best placed to
provide information to enable the client to prepare the plan. In such cases the Principal
Contractor may be called upon to provide the necessary information and assist the Client in
their role and thus allow for the timely preparation of the site waste management plan. The
client shall ensure that the SWMP is handed over to the PC prior to the start of the
construction phase. If a construction project begins without a SWMP, then both the client and
the PC are guilty of an offence.

Basic information for all SWMPs

Under the Site Waste Management Regulations 2008, all Site waste management plans must
include the information set out below as a minimum requirement. This are followed strictly in
this report.

The client must be identified


The Principal Contractor must be identified
Must identify the person drafting the SWMP. (Responsible person)
Must describe the proposed construction work.
Must include the site location.
Must estimate the cost of the project.
Must include decisions made before drafting the SWMP on the nature of the project.
Must describe each waste type.
Must estimate the quantity of each type of waste.
Must identify each waste management action.
Must contain declaration from client and the Principal Contractor.
Principal contractor responsibility

Likewise, under the Site Waste Management Plans Regulations 2008, the Principal
Contractor is responsible for the maintenance and development of the SWMP during the
construction phase. As part of this management responsibility the Principal Contractor Must
ensure;

That relevant information is obtained from sub-contractors.


The SWMP is updated at least every three months as the project progresses.
The SWMP is kept on site during the project
The location of the SWMP is known to all who attend site.
Access to the SWMP is made available to the client, contractors and site operatives.
The SWMP is handed back to the client once completed as part of the H&S File.
A copy of the SWMP is kept for a minimum of two years.

Updating a standard SWMP

The standard SWMP that must be adopted for projects between the tender or build value of
between 300k and 500k. Information that are recorded are set out below.

The identification of the person who will be removing the waste.


The types of waste being removed from the site.
The site where the waste is being taken to.
Demonstrate that the plan has been regularly reviewed.
Explanation of any deviations from the plan.

Therefore, it is the clients (or principal contractors) responsibility to ensure a SWMP is


written, followed, and updated during the project. Although the plan must be written before
work begins on site, it is a requirement of the SWMP regulations to maintain it over the
duration of building work. This means updating the SWMP regularly with day to day site
activity.

This Project is subjected to the requirements of the Site Waste Management Plans regulations
2008 and all parties are required to act in accordance with these regulations. It is the
responsibility of both the Client and the Principal Contractor to ensure that a SWMP is
prepared prior to the project commencing on site.

There are two types of Site Waste Management Plans used in preparing a SWMP which
depends upon the size of the project. All works contractors have the responsibility of assisting
the PC by providing information to enable the timely development of the SWMP during the
construction phase.

The PC must ensure that enough time and resource is allocated to ensure;

(a) The effective coordination, planning and organization of waste.

(b) That a good management and coordination structure is in place.

(c) That effective procedures for monitoring & communication are in place.

(d) That suitable induction/further training needed is provided for all operatives.

Distribution

The contract manager shall distribute copies of this plan to the CDM Coordinator, client, site
manager and each subcontractor where relevant/ applicable. This will be undertaken every
time the plan is updated.

Instruction and training

The contract manager will provide on site briefing via induction of appropriate separation,
handling, recycling, and reuse and return methods to be used by all parties and at appropriate
stages of the project where applicable. Toolbox talks will be carried out regularly on waste
issues and all subcontractors will be expected to attend. This will ensure that everyone feels
they are included and that their participation is meaningful.

Waste management on site

Surplus or waste materials arise from either the materials imported to site or from those
generated on the site. Imported materials are those which are brought to the project for
inclusion into the permanent works. Generated materials are those which exist on the project
such as topsoil, sub-soil, trees, and materials from demolition works etc. However, there are
other considerations to wastes management such as waste reduction, segregation of waste,
disposal of waste, financial impacts of waste disposal and recording, monitoring, education
and reviewing.

The plan outlines the procedures that have been put in to place and demonstrate how they
benefit the environment, how we can measure the effects and how these procedures and
practices are sustainable.
Ways of minimizing waste

Considering the project at the Copperfield site, we have from the very early stage looked at
how we can minimize the waste produced thereby reducing the amount of waste to be
removed from the project. Trade contractors, design team and suppliers are all being
encouraged to look at ways to minimize the amount of waste produced at the work face.

Current action table

Action Responsibility Date action How notified


commenced
Plasterboard sheets are made Design Team CPHSP / Meetings
to standard sizes to suit the
wall height and to reduce the
amount of off cuts / waste.
The wash down point for the Principal Contractor CPHSP
concrete wagons is in a Construction phase
suitable location so that the health and safety
washed aggregates formed plan.
part of the fill.
Substructure- when the bases Construction CPHSP
are being poured that we had Manager
other bases excavated,
Principal Contractor
manager so that any surplus
concrete could be utilized as
blinding.
Materials, which arrive on Site Foreman CPHSP
pallets, are unloaded and the Principal Contractor
pallets are stored neatly and
removed from site once the
numbers are sufficient to
make collection economical.
Apply all identified Operatives Method statement
environmental risk and Site Manager Risk assessment
actions identified in the Trade contractors CPHSP
CPHSP

All of the above acts were aimed to reduce the amount of waste and surplus materials, which
traditionally would be skipped and sent to landfill.

Segregation
A specific area was set aside and labelled to facilitate the separation of materials for potential
recycling, salvage, reuse and return. Recycling and waste bins are kept clean and clearly
marked in order to avoid contamination of materials. The labelling systems used was the
waste awareness colour coding scheme. If the skips are clearly identified the bulk of the
workforce will deposit the correct materials into the correct skip. Skips for segregation of
waste identified currently are;

Wood
Metal
Brick / rubble, etc.

Management

Waste materials are grouped into three main categories for management, these are
Re-use, Recycle and Landfill. Both the Client and the Principal Contractor are responsible for
ensuring that the SWMP is regularly reviewed and updated throughout the project. The waste
hierarchy below must be followed for all waste materials before finally disposing waste
materials to land fill.

Waste Hierarchy

Eliminate Avoid producing waste in the first place.


Reduce Minimize the amount of waste produced

Reuse Use items as many times as possible

Recycle Recycle if possible

Landfill Landfill should be the last option.

Re-used: If surplus materials can be in the permanent works they are classified as materials
which have been reused. If they are surplus to the requirements and needs to be removed
from the site and they can be removed and reused in their present form, they can be removed
from the site for reuse.

Recycling: If the surplus materials cannot be reused in its present form but could be used in a
different form, it is sent for recycling.

Landfill: If either of the above cannot be satisfied, then the only option left is to send the
surplus materials to landfill which is always the last resort.

Design

Eliminate Reduce

Project Materials

Imported materials Generated materials topsoil, trees etc.


Concrete, roof sheets etc.

Waste / surplus Waste / Surplus

Re-use Recycle Landfill Re-use Recycle Landfill


SWMP Management & Review

STEPS

9) Review and learn Assign responsibility

8) Monitor success 2) Identify waste

3) Work out waste management option


7) Measurement of waste

6) SWMP communications and training 4) Identify waste management site

5) Plan waste handling

Table for waste types and waste management packages

Waste types Waste Stream


Enabling works (including
Demolition)
Concrete Re-use onsite
Tarmac Re-use onsite / dry
Bricks / Blocks Re-use onsite
Timber Recycle
Subsoil Re-use onsite / recycle
Metals Scrap value
Asbestos No usage / landfill
Plasterboard Return / recycle/ landfill
Construction works
Plasterboard Return / Recycle
Bricks / blocks Recycle
Timber Recycle
Cardboard Recycle
Mortar No usage / dry to skip
Metals Recycle
Paints Recycle
Soils Use / sell

The skips need to be monitored to ensure that contamination of segregated skips does not
occur. Therefore we will advise regularly on how the waste management system is working
and point out that an uncontaminated skip for recycling costs typically a lot of money but it
get contaminated then it has to go direct to landfill at a cost of typically larger amount and
this price is continually increasing.

We will continually review the type of surplus materials being produced and where we can
change the site set up to minimize on re-use or recycling and the use of landfill will be the
last resort.

The plan is communicated to the whole project team including the client at the regular basis.
It will also be analyzed by the HSQE manager.

Checks please tick yes or no Yes No


Have terms and commercial rates been agreed with contractor? Yes
For offsite or disposal are all the waste destination details verified? Yes
Has a waste segregation / collection area been prepared? Yes
Has the waste area been adequately sign posted? Yes
Has the SWMP document control / filing system been set up (site safety Yes
pack)?
Have all necessary staff and contractors had the SWMP transmitted? Yes
Have all the SWMP training / induction procedures for staff been met? Yes
Have all SWMP training / induction procedures for contractors been met? Yes
Has the SWMP been approved by the contracts manager? Yes
Comments / Further actions:
Project completion

At the end of the project the PC Must hand over within 3 months the completed SWMP to the
client for final analysis. The client must review the completed SWMP and comment on the
effectiveness of the plan and apply lessons learnt to future projects.

Construction Phase Health and Safety Plan

6.1 Project Description


Key Dates
Key Members of Project Team
Review, Update and Revised Arrangements
for CPHS Plan
6.2 Project Health and Safety Aims
Health and Safety Aims for the Project It provides help and assistance on how to
work safely on most tasks you will encounter.
It will also help to identify the main causes of
accidents and ill health and explains how to
eliminate hazards and control risks. The
guidance is simple but comprehensive. The
solutions are straightforward and easy to
adopt.
6.3 Site Rules
Rules for Personal Protective Equipment
1. Workers must wear any PPE provided by
(PPE)
employer.

2. Workers must wear and use the PPE


appropriately therefore it must fit you.

3. If PPE doesnt fit correctly - report it.

4. PPE must be suitable for the risk and the


job in hand if its not report it.

5. PPE must not itself create a new risk if it


does report it.

6. Everyone on site have a duty to take care


of the PPE and not to abuse it.

7. No one have the right to take the PPE off


site unless your employer says you can.
Otherwise you must return it to the
appropriate storage place after use.

8. Workers must be adequately trained on


how to handle PPE.

9. If there is anything wrong with the PPE


provided e.g. worn out, broken, missing, In
need of maintenance or cleaning etc. workers
must report it.

10. Make sure multiple items of PPE worn


together are compatible with each other.
Rules for traffic/Parking 1. There should be a provision for vehicular
parking with defined entry and exit routes.
2. Road signs should be properly designed
within construction site to guide all vehicles.
3. All construction materials delivery
vehicles should be properly guided to the
designated areas of goods delivery.
4. Traffic control personnel should always be
available to guide entry and exit of vehicles.

5. Vehicles should properly be guided against


use of pedestrian ways.
6. The contractor is responsible for ensuring
that his employees comply with any speed
limits on company roadways and the
company Parking Regulations.

Rules for Smoking/Alcoholic No smoking/taking of alcohol anywhere on


construction site.
Rules for Radios The use of portable radios is not permitted on
company Premises without agreement of the
site supervising officer.

Rules for hot works 1. All areas to be checked and combustibles


removed or protected before commencement
of work.
2. All areas to be screened, protected, roped
off as necessary and warnings signs
displayed.
3. All systems associated with the work to be
isolated, inclusive of smoke alarms.
4. Assistant to standby with fire extinguisher
suitable for task. (Competent in use).
5. Building Facilities Manager notified.
6. Area to be checked/inspected for
combustion at least 1hour after completion of
work.

Rules for Restricted Areas 1. No trespassing in excavated areas like


open foundation
2. Avoid high scaffold areas.
3. Keep away from heavy duty machine
operations
4. Always comply with safety signs within
the work environment
Sensitization on Site Rules Initial site rules are in place and will be
issued to the principle contractor prior to
works being undertaken. These will need to
be signed as to agreement and any sub-
contractors engaged will be issued with a set
of site rules that will be signed and copies
added to the Safety File.

6.4 Cooperation Arrangements


Cooperation between Project Team Members The construction phase Health and Safety
and the Coordination of their Work Plan must include arrange for communication
between all affected parties, and this
documented and added to the safety file.
6.5 Worker Involvement Arrangement
Arrangement for Involving Worker
6.6 Site Induction
Arrangement for Site Induction
6.7 Welfare Facilities
Welfare Facilities Provided on Site The welfare facilities should be supplied by
the principal contractor in accordance with
Construction (Health Safety and Welfare)
Regulations. Such facilities should include;
toilet, water supply, canteen, first aid, etc.
6.8 Fire and Emergency
Fire and Emergency Procedures In case of fire
1. Operate the nearest fire alarm point or if
no alarm is provided verbally raise the alarm
to others present.
2. On hearing the fire alarm, persons must
immediately evacuate the building by way of
the nearest exit and go to the muster point.
3. Do not use lifts (if provided), since the
power may be cut off.
4. Do not interfere with mains supply of gas,
electricity or water unless authorised to do
so.
5. If you have been trained in the use of fire
extinguishers these may be used to put out
small fires.
6. Do not re-enter a building until the Site
controller indicates that it is safe to do so.

During fire alarms:


1. Stop any machines, tasks and own
equipment only.
2. Shut off gas appliances to own equipment
only.
3. Shut off electrical supplies to own
appliances. Lighting may be left on.
4. Close but do not lock doors.
5. Evacuate the site by way of the nearest exit
without stopping to collect personal
belongings
6. Assemble in the designated area as
indicated on the local fire procedure
instructions. If you are unsure of the correct
assembly point or cannot get to it safely then
you should report your presence to a member
of staff of the company who will advise on
your next course of action, a member of the
company will normally be in attendance at
any fire alarm event.

6.9 Specific Measures