Civil Engineering Project Management (4th Edition)
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execution of the contract, but he does not direct its day-to-day execution. He may<br />
frequently visit the site but he is not full time on site. In the larger contracting<br />
organizations which have many projects in hand, there may be – commercial<br />
managers, project or contract managers, a chief engineer with engineering staff,<br />
quantity surveyors and estimators, and a safety manager.<br />
Men and women are employed in any of the foregoing positions in the UK<br />
and other countries.<br />
7.2 The agent<br />
The contractor’s site organization 81<br />
The agent is responsible for directing the construction work on site. He (or<br />
she) will have wide powers to employ men, hire machinery and equipment,<br />
purchase materials, and employ sub-contractors. His powers to do this without<br />
reference to his head office, will depend on the size of the job, its nature<br />
and distance from head office (particularly for overseas work), and his standing<br />
within his firm. The agent must be knowledgeable in the arts of construction,<br />
able to command men and be a good organizer. He needs a sound business<br />
sense, because his job is not only to get the works built properly in accordance<br />
with the contract but also to make a profit for the contractor. Some agents<br />
have risen to their position mainly by experience gained through many years<br />
on construction, others are professionally qualified engineers. A good agent is<br />
probably the most secure guarantee an employer can have that his works will<br />
be built well.<br />
Control of the work is exercised through ‘down the line management’ which<br />
operates through a hierarchy of responsibility. Directions proceed from the agent,<br />
through his sub-agents, to the foremen and then to the tradesmen and labourers.<br />
This is necessary so that each person is clear as to what his responsibilities<br />
are and what he is supposed to do. Thus, if the agent sees some work being<br />
done which does not meet his approval, he will issue his instructions via the<br />
sub-agent in charge of that work. Day-to-day instructions are usually given<br />
verbally; they need to be clear, as simple as possible, and not capable of misunderstanding.<br />
This is not always easy to achieve when complex situations<br />
arise. Unnecessary explanations accompanying an instruction are best avoided<br />
because this can sometimes lead to misunderstandings due to pressure of work.<br />
The agent’s chief problem is to keep the work progressing as efficiently as<br />
possible. His main troubles occur when an unexpected difficulty is encountered,<br />
or there are problems with labour, plant, or materials. When any of such<br />
difficulties occur, the agent may have to change the day’s plan of work and<br />
issue new instructions. He has to choose between the options open to him,<br />
bearing in mind both his short-term strategy for the next few days, and also his<br />
medium-term strategy of what operations must be completed within the next<br />
2 or 3 weeks. As in a game of chess, present moves have to be decided in terms<br />
of some overall strategy, the moves having to be re-thought whenever circumstances<br />
change – especially the weather.