Construction Supervising Site Engineer - Duties & Responsibilities

Construction Supervising Site Engineer
Duties and Responsibilities
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- Traditionally from time immemorial, the architect has been saddled with the dual
responsibility of providing technical (design) and administrative roles in the construction
process.
- The challenges posed by modern construction coupled with the dynamism of modern
society had imposed more responsibility on the architect as a project manager hence;
there is the need to separate these dual functions so that an architect can concentrate
well on one (technical) while another architect / professional takes over the other role
(administrative).
- The acceptance of project management as a separate profession indicates that the
application of knowledge, processes, skills, tools and techniques can have a significant
impact on the success of a project and requires someone who possesses the qualities of
a project manager.
-However the project manager must ensure that project management knowledge, skills
and tools be applied to projects so as to improve the chances of success over many
project.

However this paper is being written with the aim of addressing the following
issues
•The meaning and concept of project management.
-Project.
-Program
-Relationship between project and program
-Meaning and concept of project management
-What is project management?
•The Role of the Project Manager.
-Characteristics of a project manager.
Skill required of a project manager
•The Architect as a Construction Project Manager.
-Role / function.

LET US EXAMINE THE FOLLOWING:
PROJEC T: This can be defined as follows.
A Project is the use or application of one or more scarce resources of the 3M’s (Man Material and Money). Within a
specific time frame with the hope of achieving an investment return (result). It could further be defined as an
intervention tool designed to influence the direction and speed of development.
A project is a temporary endeavor undertaken to create a unique deliverable (product, service or result). The
temporary nature of a project is that a project has a definite beginning and the end. The end of a project is reached
when the project objectives have been achieved or the project is terminated because its objective cannot be met, when
the need for the project is no more in existence.
A project may also be terminated if the client (customer, sponsor or champion) wishes to terminate the project.
FEATURES OF A PROJECT
-Must have a need
-Must have a beginning and end
-Must have limited resources of the 3M’s
-Must be unique on its own
-Must have potentials, risks and uncertainty
-Must be result oriented
Salient points
Temporary; A definite beginning and end . Also it does not necessarily mean that the duration of the project is short,
rather it refers to the project engagement and its longevity.
Unique; No two projects have exactly the same factors associated with it, although they might have the same repetitive
elements in their deliverables and activities but it does not change the fundamental unique characteristic of the project
work.

However an ongoing work is generally a repetitive process that follows organizations existing procedures. In
contrast, because of the unique nature of projects there may be uncertainties or differences in the products,
services, or result that the project creates. Project activities can be new to a project team which might necessitate
more dedicated planning than other routine work. In addition a project is undertaken at all organizational levels. A
project may involve a single or multiple individuals, as well as single organizations or multiple organizations.
A Project can be;
A finished product or component of another item
A capability to perform a service e.g., a business function
A result e.g., an outcome of a research work
An improvement in the existing product or service lines.
Examples of projects include, but not limited to;
Developing a new product , service or result;
Effecting a change in the structure, processes, staffing, or style of an organization:
Developing or acquiring a new or modified information systems ( hardware or software);
Conducting a research effort whose outcome will aptly recorded;
Constructing a building, industrial plant, or infrastructure;
Implementing, improving, or enhancing existing business processes and procedures.
PROGRAM: Can be defined in the following ways.
 It is the use or application of one or more scarce resources of the 3m’s (Man Material and Money) in a continuous
manner (No time limit) without any cost benefits.
A program is defined as a group of related projects, subprograms, and program activities managed in a coordinated
way to obtain benefits and control not available from managing them individually.

The relationship among portfolio and projects is such that a portfolio refers to a collection of projects, programs,
sub-portfolios, and operations managed as a group to achieve strategic objectives. Programs are grouped within
a portfolio and are comprised of subprograms, projects, or other work that are managed in a coordinated fashion
in support of the portfolio. Individual projects that are either within or outside of a program are still considered
part of a portfolio. Although the projects or programs within the portfolio may not necessarily be interdependent
or directly related, they are linked to the organizations strategic plan by means of the organizations portfolio.
ITEMS PROJECTS PROGRAMS
SCOPE Projects have defined objectives. Scope is
progressively elaborated throughout the project life
cycle.
Programs have a large scope and provide more
significant benefits.
CHANGE Project managers expect change and implement
processes to keep change managed and controlled.
Program managers expect change from both inside
and outside the program and are prepared to
manage it.
PLANNING Project managers progressively elaborate high-level
information into detailed plans throughout the
project life cycles.
Program managers develop the overall program
plan and create high-level plans to guide detailed
planning at the component level.
MANAGEMENT Project managers manage the project team to meet
the project objectives.
Program managers manage the program staff and
the project managers; they provide vision and
overall leadership.
COMPARATIVE OVERVIEW OF PROJECT AND PROGRAMME MANAGEMENT.

SUCCESS Success is measured by product and
project quality, timelines, budget
compliance and degree of customer
satisfaction.
Success is measured by the
degree to which the
program satisfies the needs
and benefits for which it
was undertaken.
MONITORING Project managers monitor and control
the work of producing the product,
services or results that the project was
undertaken to produce
Program managers monitor
the progress of program
components to ensure the
overall goals, schedules,
budget and benefits of the
program will be met.

MEANING:
Definition:
Project management is about creating an environment for achievement of defined goals in a controlled manner by
a team of people. In order to compete in a fast paced and high technical world, you need to master the best
practice in project management.
According to (PMBOK) Project Management Body of Knowledge 5th
edition, project management is the application
of knowledge, skills, tools, and techniques to project activities to meet project requirement & objectives. Project
Management is however accomplished through the appropriate application & integration of the 47 logically
grouped project management processes, which are categorized into 5 process groups namely;
oInitiating: Develop project charter, identify stake holders
oPlanning : Requirement, Scope, WBS, Sequence, Estimate, Budget, Quality, Communication, Risk, Procurement.
oExecuting: Quality Assurance, Develop and Manage Project Team, Conduct Procurement,
Manage Stake holder engagement.
oMonitoring & control : Validate Scope, Control Scope, Control Schedule, Perform Quality control, Control
Risk, Control Procurement, Control Stake holder.
oClosing out: Close Project and Close Procurement, Lessons learnt.
 The Chartered Institute of Building (CIOB) (1998) defined project management as:
“The planning control and co-ordination of a project from conception (including commissioning) on behalf of a
client is concerned with the identification of the client’s objectives in terms of utility, function, quality, time and
cost and the establishment of relationships between resources. The integration, monitoring and control of the
contributors to the project and their output and the evaluation and satisfaction with the project outcome are
fundamental aspects of construction project management”.

A third variant sees project management as encompassing construction management, hence it means acting for the client
in applying professional expertise and experience to do for the client what he would wish to do for himself had he the
time, knowledge, skill and experience to do so. A project manager provides a coordinated service to the client.
A fourth approach in terms of meaning is that project management in the building construction industry is the application
of management functions of planning, organizing, directing and controlling in the combination of resources (human,
plants, materials, capital etc) for the realization of a building or construction project at budget within specified quality and
time frame and in consonance with clients requirements.
Therefore, the scope of project management services is limited to the requirements of the clients or the circumstances of
the employer’s organization. In the construction industry, the scope may be in any of the following;
Managements of pre-contract operations.
Management of post-contract operations.
Management of both pre-contract and post contract operation.
CONCEPT (THE NEED FOR PROJECT MANAGEMENT SERVICES)
Since the beginning of the 21st
century, there has been a new challenge to every current and potential employee or
practice in the job market of ‘’what they have to offer” The only way out is to have a marketable strategy or edge.
The concept of project management however originated because of some or all of the following needs:
•Decreasing quality of professional’s work.
•Increasing complexity of projects.
•Greater degree of financial planning.
•Reduction in design and completion time.
•Increasing burden or demands of project administration at both pre and post contract stages.
•Poor coordination by design professionals who also carryout management functions.

New technology or initiative creates projects that must be
managed.
Project management however benefits organization and
individuals by
•Ensuring utilization of limited resources in the right direction.
•Ensuring utilization of human resources in achieving desired
goal.
•Ensuring management of complex changes in an organized
way.
Assessing and managing risk index.

According to the Project Management Body of Knowledge, PMBOK 5th
Edition, Project Management is the
application of knowledge, skills, tools and techniques to project activities to meet the project requirements.
Project management is accomplished through the appropriate application and integration of the 47 logically
grouped project management processes, which are categorized into five Process Groups.
These five Process Groups are:
 Initiating
 Planning
 Executing
 Monitoring and controlling, and
 Closing
Managing a project typically includes, but is not limited to:
• Identifying requirements;
• Addressing the various needs, concern and expectations of the stakeholders in
• Planning and executing the project;
• Setting up, maintaining, and carrying out communication among stakeholders that is active, effective,
and collaborative in nature;
• Managing stakeholders towards meeting projects requirements an d creating project deliverables;
• Balancing the competing projects constraints, which include, but are not limited to:
 Scope
 Quality
 Schedule
 Budget
 Resources and
 Risks.
The specific project characteristics and circumstances can influence the constraints on which the project
management team needs to focus.

The project manager is the person assigned by the performing organization to achieve project
objectives. A project manager must have people- managing and inter-personal skills and general
management skills such as negotiation, leadership and mentoring.
Effective project management requires that the project manager possess the following
characteristics:
Knowledge- what project manager knows about project management?
Performance- what the project manager is able to accomplish.
Personal- how a project manager behaves when performing the project.
Some of the skills that must be possessed by the project manager to deliver organization projects
include:
 Communication skills
 Organizational skills
 Budgeting skills
 Problem solving skills
 Negotiating skills
 Leadership skills
 Team building and human resources.

Part 2 - Project Managers 13
Functional Manager
 Expert in functional area
 Full authority over
employees
 Competes for resources
with other functional dept.
 Knows subordinates very
well
 Functional environment is
fairly stable & people are
comfortable in their jobs
Project Manager
 May not be expert in any
area
 May have limited authority
over employees
 Competes for resources
with other projects
 May not have known
subordinates very long
 Project environment is
temporary & people expect
changes

 Manager
◦ oversees and manages the work and the employees
 Facilitator
◦ ensures that all resources and work are available
when needed and that any problems are resolved
 Communicator
◦ must effectively communicate with senior
management, client, project team, and other
participants (vendors, dept. managers, etc.) as needed
(which is frequently)

 Politician
◦ knows how to “get things done”, how to “work the
system”, how to get people to cooperate, how to
influence others
 Negotiator
◦ skilled at getting what is needed for the project to
succeed: negotiate with senior mgmt. for more
resources, negotiate with functional manager to get a
particular project team member or to use a functional
resource, negotiate with vendor for shorter lead time,
negotiate with client about project goal changes

 Doing whatever it takes to get the job done
 Acquiring resources
◦ Funds, personnel, other resources
 Fighting fires and obstacles
 Providing leadership
 Making tradeoffs between project goals
 Negotiating and persuading
 Resolving conflicts

17
1. Understand the problems, opportunities, and
expectations of a project manager.
2. Recognize that project teams will have conflicts,
but this is a natural part of group development.
3. Understand who the stakeholders are and their
agendas.
4. Realize that organizations are very political and
use politics to your advantage.
5. Realize that project management is “leader
intensive” but that you must be flexible.

6. Understand that project success is defined by four
components: budget, schedule, performance
criteria, and customer satisfaction.
7. Realize that you must build a cohesive team by
being a motivator, coach, cheerleader,
peacemaker, and conflict resolver.
8. Notice that your team will develop attitudes based
on the emotions you exhibit—both positive and
negative.

9. Always ask “what-if” questions and avoid
becoming comfortable with the status of the
project.
10. Don’t get bogged down in minutiae and lose sight
of the purpose of the project.
11. Manage your time efficiently.
12. Above all, plan, plan, plan.

 Leadership ability
 Communication skills
 Ability to develop
people
 Team-building skills
 Interpersonal skills
 Ability to handle
stress
 Planning skills
 Organizational skills
 Problem-solving skills
 Administrative skills
 Conflict resolution skills
 Time management
skills

 Strong focus on “finishing the job”
 Good at flexibility and adaptability
 Willing to make decisions
 Credibility is critical (technical & administrative)
 Strong sense of ethics
 Political and personal sensitivity
 Effective leadership skills (can motivate)
 Participative style of management
 Ability to handle stress

COMMUNICATI
ON SKILL
COMMUNICATI
ON SKILL
ACTION
MANAGEMENT
ACTION
MANAGEMENT
ORGANIZATIO
NAL
AWARENESS
ORGANIZATIO
NAL
AWARENESS
KNOWLEDGEKNOWLEDGE
INTER
PERSONAL
SKILL
INTER
PERSONAL
SKILL
PROJECT
MANAGER
PROJECT
MANAGER
LEADERSHIPLEADERSHIP
JUDGEMENT,
INTEGRITY.
JUDGEMENT,
INTEGRITY.
THINKING
SKILL
THINKING
SKILL
NEGOTIATION
SKILL
NEGOTIATION
SKILL

HOWEVER, EXAMINE THE FOLLOWING ISSUES:
i. Project success: a project is successful if it delivers the expected result on time within budget limit.
ii. Why projects succeed:
—Manage and control scope changes.
—Create a detailed plan and track progress against it using progress chart.
—Assign correct resources to the specific task.
—Manage risk and uncertainty effectively.
—Involve stakeholder’s participation.
—Maintain good communication channel.
iii. Successful project:
―End-users apparently involved throughout the development.
―The project manager had the full backing of the executives.
―Specifications were clear cut. There was close ranking between the project team and end-users.
―Project expectations were realistic. All project’s constraint were adequately taken care of.
iv. Challenged project:
― Users input were inadequate or thoroughly lacking. Passive users got chance to comment after project
was neatly handed over to them
― Project specifications were incomplete in the light of the global technological changes.
― Hence, specification will keep on changing over period of execution. The project team keeps on
incorporating the changes to satisfy the client or stakeholders.
― Executive management showed little or no interest in putting out fires that flared up during project
execution. No proper resolution of issues, approval for payment not prompt. In-house experts pose threat
rather than being an asset.
― The technical (project) team was less than competent.

v. Failed project:
― Users failed to provide complete requirement.
― Users were not involved in the development process.
― The project had no resource/ or inadequate resource for its
completion
•Executive management did not have any interest.
•Planning was a casualty
•Specifications were coming due to changes in business environment.
•The project was technically incompetent.
•Scope management and base lining was absent.

The project manager in the executive status provides only management
functions: he is not concerned with technical responsibilities but coordinates
and integrates the contributions of the respective professional consultants.
He merely welds the consultants and contractors (if appointed) and all
selecting consultants and contractors, arranging project briefing and user
requirements, organizing the ultimate project operation and arranging
commissioning.
The executive project manager is involved where the project scope is wide
and complex to ensure operational efficiency.
In performing his functions, the project manager may assume either:
•An executive role
•A non-executive role.

AN EXECUTIVE PROJECT MANAGEMENT ROLE
This status is also referred to as total project management.
The figure below shows this status.
The project manager here is given a free hand by the
employer/ client to deliver the completed project in
accordance with the agreed objectives. The project manager
would therefore have direct contractual relationship with the
contractor and consultants.

A NON-EXECUTIVE PROJECT MANAGEMENT STATUS (INDEPENDENT FUNCTION)
The project manager here provides management services and operates like one of the consultants. In fact he may be
called a management contractor who performs a management function under a professional services contract with the
employer.
THE STRUCTURE OF NON-EXECUTIVE PROJECT MANAGEMENT ROLE
All the structure consultants have contractual relationship with the employer/ client. In Nigeria, it is
suggested that the non-executive role be carried out by any of the professional members of the design
team. That is, The Architect, Engineer and The Quantity Surveyor.
Under the non-executive structure, the project manager is expected to perform the following roles:
1.Technical supervision:
To earn the respect of clients and co-professionals, the projects manager must be technically competent.
This will also enable him to respond to problems more efficiently.
2. Planning:

The project requirements are divided into elements for effective management. This eliminates unnecessary cases
and anticipating solution to them when they occur.
3. Organizing:
He should be involved where practicable in the selection of the project tam and allocation and management of
responsibilities.
4. Directing:
The project manager must coordinate the activities of the project team and motivate them to achieve results.
5. Controlling: this involves:
• Technical quality
• Budget
• Schedule
• Client satisfaction
The project must ensure that the final product is as planned
6. Financial management:
The project manager is most familiar with the project and the client and hence would ensure strict accountability.
7. Marketing assistance:
The project manager is also a firm’s public relations personnel. He must be able to sell ideas very easily. The
success of the project at hand may attract future projects.
ROLE OF THE PROJECT MANAGER IN SUMMARY:
• Responsible for all phases of projects: direction, planning, admin.
• Assist in land acquisition.
• Obtain planning approval.
• Hire labor, plants, machineries, and fund.
• Central point of contact for all stakeholders.
• Coordinate activities.
• Track project schedule.

Significance
Ensure that task is completed on time.
Monitoring
Value for money.
Benefits
Job satisfaction on the path of project despite stress undertaken.
Positive working relations with stakeholders.
Relevance of Project Management to an Architect
Project goal is defined.
Appropriate utilization of limited fund is ensured.
Appropriate utilization of limited time is ensured.
Appropriate utilization of human resource is ensured.
Uniqueness is the sense that every project is a new thing.

 To carry out the project management service, the practitioner is
expected to have a project management training so to be at home
with the management, financial and accounting aspects of the
project. The training is better as a mid carrier course after some
years of practice.
• Therefore, any of the construction professional with the required
attributes and training can confidently carry-out the function of
project management. Some of the requirement include knowledge
of design and construction, contract law, programming and
progressing, budgetary control, power of communications,
administration, power of persuasion, diplomacy, energy and drive.
Must have a team skill which includes being able to work with other
stakeholders as a single team

 Project manager
 Designer
 Engineer-of-Record/Permit reviewer
 Construction Manager
 Inspector
 Subdivision Plan Checker
 Emergency Responder
 Technical Expert
◦ Traffic, structural, civil, hydraulic, etc.

 Design Team Leader
 Technical Manager
 Construction Manager
 Project Manager
 City Engineer
 Director of Public Works

THE ARCHITECT AS A PROJECT MANAGER IN THE TRADITIONAL STRUCTURE
(COMBINED FUNCTION)
The architect traditionally provides both design and management
responsibilities in building projects. As earlier stated, the new fee scale has
recognized and provided a separate fee for the management function originally
provided (free of charge) by the architect.
SHORT COMINGS OF THE TRADITIONAL STRUCTURE
The standard form of building contract has not separated the management
responsibilities from the architects design functions. This by implementation
means that the architect will for a very long time be saddled with the dual role
of a manager and a designer, but they have not done anything to ensure that
this structure is separated.
Many projects are still poorly managed by architect thereby giving room for
criticism by the allied professionals. Architects should improve their knowledge,
general competence in the area of project management to ensure that their
leadership in the industry will not be questioned. Some of the architect’s
responsibilities under these structures are:

 Coordinating and incorporating the work of specialist consultants and
nominated sub-contractors.
 Assisting the employer in pre-qualification of contractors and sub-contractors
and advising on suitable prospective tenderers.
 Obtaining, analyzing and reporting on open tenders and preparing and advising
on the appointment of works contractors .
 Arrange for possessions of site and examination of contractors program
including cash flows.
 Arranging insurances and obtaining any other consent required for effective
coordination and execution of the project.
 Coordinating site supervision by specialist consultants.
 Arranging site meetings and producing and circulating site meeting reports
(minutes of the site meetings).
 Issuing interim payment certificates.

Senior LeadershipSenior Leadership
Project LeadershipProject Leadership
Project Work TeamsProject Work Teams
SponsorSponsor
Advisory or Steering
Team
Team
Project
Leader
Project
Leader
Project
Manager
Project
Manager
Core TeamCore Team
Functional
Team
Functional
Team
Serve as champions for the project and
provide high-level direction, authority,
decision-making and resources for the
project.
Supports the sponsor(s) and project leader.
Provides high-level direction, input, and
decision making.
Provides the subject matter expertise and day-to-day planning and
implementation for the respective functional area(s). Resolves issues
and escalates when required.
Provides project management,
process improvement, and change
management process expertise,
tracking, and reporting.
Provides subject matter
expertise and functional
ownership and
accountability for project
results.
Provides day-to-day
leadership for the
planning,
implementation, and
closing of the project.
Resolves issues and
escalates when required.
Assesses change
management needs and
develop strategies.
Implements
communication plan.
Leads the individual
functional teams.
Functional
Team
Functional
Team
Functional
Team
Functional
Team
Project ResourcesProject Resources Critical resources that can be brought in
as subject matter experts as needed.
Executive
Sponsor
Executive
Sponsor

Executive Sponsor
Project Sponsor
Has ultimate authority and responsibility
for the project
• Include the most important responsibilities for each of the roles.
Team
Supports the Sponsor & Project Leader
Project/Functional
Leader
Provides subject matter expertise and
functional ownership and accountability
for project results.
Project Manager
Responsible for planning, organizing,
managing, controlling and
communicating on all phases of a project

Core Team
Provides day-to-day leadership for the
planning, implementation, and closing of
a project
Functional Team
Leader
Manages the sub team and pursues the
team’s given objectives (i.e. project
tasks)
Team Member
Responsible for contributing to overall
project objectives and specific team
deliverables
Project Resource
Responsible for providing subject matter
expertise as needed

Project Sponsor
<Insert Name>
Project Leader
<Insert Name>
Project Core Team
<Insert Names>
<Name>
Functional Team
<Insert Team Member Names>
<Name>
Functional Team
<Name>
Functional Team
Advisory/Steering Team
<Insert Names>
Project Resources
<Insert Names>
Executive Sponsor
<Insert Name>
Project Manager
<Insert Name>

<Name>
Functional Team
<Name>
Functional Team
<Name>
Functional Team
<Name>
Functional Team
1.List responsibilities of this
team
2.Include specific deliverables
that this team should deliver
<Name>
Functional Team
team
<Name>
Functional Team
team
Resources Resources Resources

NATURE OF THE
CONSTRUCTION INDUSTRY
Like Manufacturing industry – Involves the production of a
physical product
Like Service industry – Does not accumulate large amount of
capital
– Many small businesses
Success or failure is highly dependent on the qualities of the people
rather than
Technologies protected by patent
or
Availability of capital facilities

PROJECT INTEREST GROUPS
Owner wants to achieve best value for their
investment
Contractors desire to bid low enough to win but
high enough to realize profit on investment
Workers hope to achieve better living standards
and working conditions

INTEREST GROUPS
Owner wants to achieve best value for their
investment
Contractors desire to bid low enough to win but
high enough to realize profit on investment
Workers hope to achieve better living standards
and working conditions
Architect and Engineers are not directly
associated with the above groups
Professional achievement more attractive

Forecast Future Demand
Location
Availability of Resources
Accessibility to transportation

Political and Institutional Factors
Sociological and Economic Impact on Community
Environmental Impact
Overall Technical and Economic
Feasibility

Architectural concepts
Evaluation of technological process alternatives
Size and capacity of facility
Comparative economic studies
Reviews by regulatory bodies for compliance
Zoning regulations
Building codes
Licensing procedures
Safety standards
Environmental impact

Public Hearing

Funding cycles in Legislative and Executive Bodies

3. Detailed Engineering and Design
Design of Architectural Elements
Design of Structural Elements
Site Investigation
Foundation Design
Electrical and Mechanical Design
Preparation of Specifications and Drawings
Preparation of Contract Documents


3. Detailed Engineering and Design
Design of Architectural Elements
Design of Structural Elements
Site Investigation
Foundation Design
Electrical and Mechanical Design
Preparation of Specifications and Drawings
Preparation of Contract Documents

Field Construction Methods
Cost Knowledge

• Services
• Equipment
• Materials
•

• Services
• Equipment
• Materials
•
• Lump Sum Contract
• Cost Plus Fee Contract
• Negotiated Contract

Process whereby the Designer’s Plans and Specifications are converted into
Physical Structures and Facilities
Co-ordination of all resources to complete the project
On Schedule
Within Budget
According to Specified Standard of Quality and Performance

Testing of Components
Warranty Period


Regular Maintenance of Facilities

Architect
Interior Designer
Landscape Architect
Civil Engineer
Environmental Engineer
Electrical Engineer
Mechanical Engineer
Chemical Engineer
Geologist
Environmental Scientist
Economist

General Contractor
Land Surveyor
Formwork Carpenters
Steel Fabricators
Concreters
Bricklayers
Plant and Equipment Operators
Specialist subcontractors
Suppliers

American Institute of Architects
Documents
A101 Standard Form of Agreement between Owner
and Contractor – Stipulated Sum
A111 Standard Form of Agreement between Owner
and Contractor – Cost of the Work Plus a Fee
A201 General Conditions of the Contract for Construction
B141 Standard form of Agreement between Owner
and Architect
A132 Performance Bond and Payment Bond

ARTICLES
Contract Documents
Architect
Owner
Contractor
Subcontractors
Work by Owner or by Separate Contractors
Time of Completion and Extension of Time
Progress and Final Payments
Substantial Completion
Insurance
Changes in the Work
Uncovering and Correction of Work
Termination of Contract

ORGANIZATIONAL RELATIONSHIPS
Architech/Engineer Owner
General Contractor

General Contractor
Subcontractor Subcontractor Subcontractor

General Contractor
2nd Tier Subcontractor
3rd Tier Subcontractor

General Contractor
Supplier

Specialists General Contractor
Supplier

Specialists Construction Manager
Supplier

Specialists Construction Manager
General Contractor
Supplier

Owner
Architech/Engineer Design Builder
Specialists
Supplier

Specialists
Supplier

Beneficiary Owner Performance Bond
Principal General Contractor Surety
Supplier

Beneficiary Owner Payment Bond
Principal General Contractor Surety
Beneficiary
Supplier

Requirements under AIA A201Contract Documents
Contractor’s Liability Insurance
Owner’s Liability Insurance
Property Insurance
Loss of Use Insurance
Workmen Compensation
Disability Benefits

Make Financial Arrangements to fulfill his obligations
Furnish Accurate Contract Specifications and Drawings for the Contractor’s work
Right to Stop Work
Right to Change Work
Right to Terminate Contract if Contractor Defaults

Architect is the Owner’s Representative
Architect is the Administrator of the Contract
Visit site at appropriate stages of construction to familiarize
himself generally with the progress and quality of the Work
and to determine whether Work is proceeding in accordance
with Contract Documents.
Advice the Owner on Work Progress
Guard the Owner against Defects and Deficiencies in the
Work of the Contractor
Reviews Contractor’s Claims and Approves Amount to be
paid to the Contractor
Architect is not responsible for Methods of Construction or Site
Safety

Review Contract documents for Errors and Inconsistencies
Supervise and Co-ordinate all Construction Work
Provide full time Superintendent on Site
Responsible for Site Safety
Indemnify the Owner against any Claims by third parties

Contract is signed between Owner and Contractor
Architect acts as Interpreter of the Contract between Owner
and Contractor
Architect acts as Judge of the Performance of the Owner
and Contractor
All disputes between Owner and Contractor shall be decided
by Architect
Architect shall not show Partiality
Architect’s Decision on Artistic Effects is Final
Arbitration

Scoping
Planning
Organizing
Controlling

SCOPING
Establishing Realistic and Specific Objectives which states in advance
the Desired Results
PLANNING
Programming
Costing
Scheduling

ORGANIZING
Design of the Organization Structure
Delegation of Responsibilities
Working Relationships between Individuals and Groups
System of Communication to keep everyone informed
Provide Leadership
Feedback Loop

CONTROLLING
Awareness of Current Status of Cost, Schedule and Quality
Performance compared to Project Goals
Regular Inspection and Supervision
Formulate Procedures to Identify Errors in time for
Remedial Works to be made
Manage Disputes

Thank You

Construction Supervising Site Engineer - Duties & Responsibilities

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