Building Design and Construction Handbook - Merritt - Ventech!

CONSTRUCTION PROJECT MANAGEMENT 17.25
project managers and field, purchasing, and top management personnel. A report
on probable total cost to complete the project is intended for all levels of construction
company personnel but is used primarily by those responsible for corrective
action.
Resource Allocation. For the purpose of resource allocation, a graphical summary
should be prepared of projected monthly manpower for individual activities
and also of the estimated quantities of work to be in place for all trades on a
cumulative basis. An update of these charts monthly will indicate which trades have
low work quantities in place, so that these lagging trades may be augmented with
the proper number of workers to permit them to catch up with and adhere to the
schedule.
Statistics. From the information received from the preceding reports, an accurate
forecast can be made of the probable construction completion date and total
cost of the project.
Software and programs for computerized preparation of all the preceding reports
can be developed by company personnel or by outside consultants.
17.10.3 Field Supervision
A field superintendent has the most varied duties of anyone in the construction
organization. Responsibilities include the following: field office (establishment and
maintenance); fencing and security; watchmen; familiarity with contract documents;
ordering out, receiving, storing, and installing materials; ordering out and operation
of equipment and hoists; daily reports; assisting in preparation of the schedule for
the project; maintenance of the schedule; accident reports; monitoring extra work;
drafting of backcharges; dealing with inspectors, subcontractors, and field labor;
punch-list work; quality control; and safety.
Familiarity with contract documents and ability to interpret the plans and specifications
are essential for performance of many of the superintendent’s duties. (The
importance of knowing the contract documents is discussed in Art. 17.5.) Should
work being required by the architect, owner, or inspectors exceed the requirements
of the contract documents, the superintendent should alert the contractor’s office.
A claim for pay for extra work, starting with a change-order proposal, may result
(Art. 17.14.2).
The daily reports from the superintendent are a record that provides much essential
information on the construction job. From these daily reports, the following
information is derived: names of persons working and hours worked; cost code
amounts; subcontractor operations and description of work being performed; materials
received; equipment received or sent; visitors to the job site; other remarks;
temperature and weather; accidents or other unusual occurrences. Figure 17.10
shows a typical daily report.
Back-Charges. Frequently, either at the request of a subcontractor or because of
the failure of a subcontractor to perform, work must be done on behalf of a subcontractor
and the subcontractor’s account charged. If the work performed and the
resultant back-charge is at the request of the subcontractor, then obtaining the information
and the agreement of all parties to a back-charge order (Fig. 17.11) is
easy.
If, however, there is a dispute as to whether or not the work is part of the
obligation of the subcontractor, then the task becomes more complicated. Backcharges
in this situation should be used sparingly. Sending a back-charge to a
subcontractor under circumstances that are controversial is at best only a self-