PROJECT EXECUTION PLAN

• 1. INTRODUCTION
• 2. PROJECT OBJECTIVES
• 3. PROJECT STRUCTURE
• 4. PROJECT RESPONSIBILITIES
• 5. COMMUNICATIONS
• 6.0 LONG & SHORT TERM CONSTRUCTION PROGRAM
• 7.0 FINANCIAL
• 7.2 Client and Project Team Instructions
• 7.3 Request for Change (RFC) Process
• 7.4 Request for Information or Instruction (RFI)
• 7.5 Cost Reporting
• 7.6 Valuations, Claims and Interim Payments
• 8.0 Construction
• 8.2 Subcontractors
• 8.3 Procurement
• 8.4 Samples and Mock-ups
• 8.5 Quality Assurance and Quality Control
• 8.6 Mobilisation and Execution of The Works
• 8.7 Construction Site Security
• 8.8 Site Inspections
• 8.9 Handover
• 8.10 Construction Coordination
• 8.11- 8.12 Testing, Commissioning and Handover
• 8.13 Commissioning
• 8.14 Final Handover
• 8.15 As Build Drawings
• 8.16 Defects Liability
• 9. Administration
1. INTRODUCTION
1.1 Definitions

(i) “Client” is “Enter Name”

(ii) “Project Engineer (Not applicable to all projects) is “Enter Name”

(iii) “Consultant” is “Enter Name”

(iv) “Project Manager” is, “Enter Name” (CONTRACTOR)

(v) “Sub-Contractor(s)” is “Enter Name(s)”)

1.2 Project Execution Plan Introduction

This Project Execution Plan has been produced to provide all members of ‘Enter Project
Title”, Project Team with an introduction to project information, team members’ details,
their responsibilities together with the project administrative and management procedures.

The procedures are designed to be sufficiently structured for the effective control of
information, process, cost and time fundamentals, to the benefit of all team participants,
whilst remaining sufficiently flexible to promote a productive project environment.

Specific related procedures will be referenced from this Project Execution Plan as
required. (QMS / H&S / Procurement / Subcontract /etc).

Care must be taken to select the necessary proforma’s as required on a project-by-project

basis.

This Project Execution Plan shall not replace or supersede any formal Agreement,
Engagement or Contract that may exist between the parties but rather to provide
consistent mechanisms for the delivery of the project.

The format of this document is such as to allow for future revision, or addition, as may be
appropriate during the course of the project.

This document shall be read in conjunction with the ”Enter Project Title” Agreement,
Schedules of Services and any other approved procedure document or process.

This Execution Plan is divided into two Parts:

Part A: This includes basic information about the Project including the organisational
structure and duties and responsibilities of the Project Team.

Part B: This includes details of the procedures and processes that are to be adopted for
the Project. They represent the minimum level that is required to ensure effective control,
although it may be necessary to introduce new procedures as dictated by the project
status at any time.

This is a ‘live’ document which will to be amended or added to throughout the project
period as such action be required.
There are other documents that integrate with and support this Execution Plan, such as
the:

Project Procedures Manual, Specification Cost Plan, Site Constraints, Operational

Procedures and Quality Management System Procedures, Health and Safety plans etc.

2. PROJECT OBJECTIVES

2.1 Project Brief

Enter an appropriate narrative here – A Project Brief.

The main features of the project are briefly described as follows:

• Description / Detail

• Description / Detail

• Description / Detail

• Description / Detail

• Description / Detail

• Description / Detail

• Description / Detail

2.2 CONTRACTOR Delivered Project Improvements

The project improvements (Value Engineering / Design Correction) which were presented
by contractor “State date” and approved by the client has improvedI. “State any project
improvements as proposed by CONTRACTOR and / or other” and comprises the
following:

• Description / Detail

• Description / Detail

• Description / Detail

• Description / Detail

• Description / Detail

2.3 Management System Certification

The Integrated Management System applied to this project is certified to:

ISO 9001:2008 Quality Management Systems – Requirements

ISO 14001:2004 Environmental Management Systems – Requirements

OHSAS 18001:2007 Occupational Health & Safety Management Systems –
Requirements

These systems are subject to internal audit and shall be stringently applied.

2.4 Construction Phase Timescale Objectives

PRE-MOBILISATION PROPOSED
STAGE Ref: DATE
Operations Procedure – Mobilisation Management Checklist

Assign Project Manager

Approved Organization Chart

Issue Quality / HSE / Cost Control Management Systems and Associated

Documents

Baseline Program of Execution Confirmed

Plant & Equipment Requirements – Scheduled & Confirmed

Manpower / Subcontractor Requirements Scheduled

Baseline Procurement Program – Delivery to Site / Procurement Lead Time

MOBILISATION PROPOSED
STAGE Ref: DATE
Operations Procedure – Mobilisation Checklist

Approve Site Layout Plan

Implementation of Site Layout

Availability of Plant & Equipment on Site

Availability of Staff & Manpower on Site

Job Descriptions Issued To All Staff

Labor Accommodation

DE-MOBILISATION PROPOSED
STAGE Ref: DATE
Operations Procedure – De-Mobilisation Checklist

Labour Redeployed or Terminated as Required

Site Offices & Facilities to be Removed & Dismantled

IT Equipment to be Returned

Office Furniture / Equipment to be Returned

The Master Program will be issued as soon as it has been fully evaluated and approved by
the Consultant. The program time frame is “Enter Number” months from the agreed
commencement date of “Enter Date”

3. PROJECT STRUCTURE

3.1 Project Structure

The outline organisation structure for the Project is identified with a standard format.

3.2 Key Subcontractors and Organizations

Key subcontractors in the team together with their specialisms are listed below:
Specialism / Work Element Assigned Subcontractor

Soil Investigation (Shown as an example)

Shoring & Dewatering (Shown as an

example)

Mechanical (Shown as an example)

Electrical (Shown as an example)

Plumbing (Shown as an example)

Aluminum & Glass

Painting

3.3 Project Directory

Specific contact details for the project Directory are maintained and attached as annexure
to project execution plan.

4. PROJECT RESPONSIBILITIES

4.1 Introduction

The “Key Player” in the construction project is the Project Manager. He is the main link
with the Consultant / Client and Subcontractors / Suppliers. He serves as liaison between
the project and external staff such as Engineering, HR, Procurement, Quality and Health
and Safety. He is also the face presented to third parties such as legal entities and clients
etc.

The appointed Project Manager must possess the necessary, education, training and
experience to demonstrate competence for the level of project to which he is appointed.

It is imperative that all Project Managers and project staff understand their general
responsibilities.

These responsibilities are clearly enshrined in job descriptions.

It is the responsibility of the Project Manager to ensure that staff members are aware of
their responsibilities with regard to their particular project.

It is the responsibility of the Project Manager to ensure that job descriptions are
maintained up to date.
A comprehensive list of job descriptions for project staff is provided separately in a
standard format.

5. COMMUNICATIONS

5.1 General

All communications are to be as clear and concise as possible. To avoid inconsistency

and potential confusion regarding written correspondence, all communications should
have as a primary reference the Project Title or agreed abbreviation for the project.

Correspondence should be addressed for the attention of the identified Team Leader
within each organization and must clearly indicate the intended distribution.

Sub-titles identifying the subject of the correspondence are to be used as appropriate.

Reference: Communication & Consultation Procedure

5.2 Correspondence

All communications should seek to state the period in which a response is required.

Information can be communicated using the following media;

• Verbally at minuted meetings

• Telephone

• Email

• Memoranda

• Facsimile

• Letters

• Instructions

5.3 Circulation/Lines of Correspondence

All written correspondences are to be circulated via the Project Manager. Each item of
correspondence should be addressed to the Team Leader with no copies to other
members of the organization concerned. The addresses to be used are as published in
the project directory.

Each single point of contact shall be established during the official kick-off meeting and
details circulated by the Project Manager for all parties’ information.

The lines of communication for the project shall be as follows:

• The Client will communicate with the Consultant who will communicate with the Project
Manager who will communicate with his team as appropriate. This line is reversed for
communication back to the Client.
• All correspondence with the Client from the Project Team (unless specifically requested
otherwise) will be from or via the Project Manager.

• The Consultant and the Project Manager will communicate directly with each other.

• Sub-contractors, suppliers and manufacturers will (unless specifically requested

otherwise) communicate directly with and through the Project Manager.

5.4 Communication Meetings

In order to maintain effective communication between the project participants, various

categories of meetings are to be conducted.

Meetings of all types will be minimized in both duration and frequency. Careful
consideration will to be given to the necessary attendees at each meeting. It is an aim that
all meetings should have a brief agenda circulated to all participants at least 48 hours in
advance and those minutes (comprising action notes) should be distributed within 48
hours of any meeting.

Generally, if team members wish to incorporate items on an agenda or table documents

for discussion, then they should advise the Project Manager at least 48 hours prior to the
meeting. Wherever possible, noted actions are to have realistic time limits and specific
owners assigned to them.

The Project Manager shall establish and distribute a schedule of all meetings related to the
Project after discussions with the Client and other members of the Project Team. This
schedule shall be reviewed on a regular basis and amended as necessary. All Project
Team members shall keep the Project Manager aware of any changes.

The following meetings and reports are to be utilized in connection with the project:

Reports Summary

Report Purpose Typical Contents When Issued Frequency

Commercial Cost control Executive summary Prior to As
and reporting Detailed cost summary Principal’s required
of total final Cost analysis Meeting
construction Procurement
costs Cashflow forecast
Risk analysis
Construction Statement on Progress Statement Prior to Fortnightly
Progress progress of Construction Progress Principal’s
design and (Planned v Actual) Meeting
construction Information Required
Drawing Approvals
Statutory
Approvals/Compliance
Procurement progress
Change Order Progress
Sub-contracted Works
Quality
Health & Safety
Milestone To formally Varies As
review the required
project and
scope at
specific
project stages
H&S Health and Prior to As
Safety issues Principal’s required
Meeting
MEETING SUMMARY
Frequen Chair /
Meeting cy Attendees Minutes Purpose(s) Agenda
Constructi Weekly Project Project Discussion • Site
on (Site) Manager/SUB/Relev Manager of relevant Progress
progress ant Team ongoing • Method
(during constructio Statement
constructio n issues Status
n phase) • Site
Instructions
• Information
Required
• Master
Program
• Change
Orders
• Provisional
Sum
Expenditure
• Quality
Control
• Health and
Safety
• Any Other
Business
Commerci Monthly CI/Project QS Discussion • Budget
al Manager/QS /PROC of relevant • Cashflow
cost • Claims
issues • Changes
Procureme As CONS/Project Project Discussion • Sub
nt required Manager/PROC Manager of relevant contractors
procureme Progress
nt issues
Health & As SM / Relevant team Project Discussion • Relevant
Safety required Manager/S of relevant H&S issues
M H&S
issues
Risk Monthly Relevant Team Project Discussion • Relevant
Review Manager/Q of relevant project risks
M project risk
6.0 LONG & SHORT TERM CONSTRUCTION PROGRAM

6.1 Master Construction Program

The Project Manager or his Delegate shall produce a Construction Project Master Program
for the construction of the works. Once this program has been approved by the Consultant
it will be used as a basis for reporting progress in Weekly & Monthly Reports. The Project
Master Program should take account the required procedures for, approval of samples,
placing of sub-contractor and specialist orders, labor requirements, contractor mobilization,
material lead times and all other restrictions and requirements. The Project Master
Program shall be based on a network analysis, it shall and indicate the critical path and
programming procedures and shall be in strict accordance with the requirements of the
Contract.

The Project Master Program will only be revised if unplanned events force a major re-
programming exercise during the course of the project – the revision must be approved by
the Consultant / Client.

6.2 Short Term / Look Ahead Program

During construction, the Project Manager or his Delegate will produce a rolling, 6 week,
detailed short-term program and report progress against this on a weekly basis at the
weekly Site Meetings.

The need for this program to be reduced to 2, 3 or 4-week look ahead programs which
shall be provided if required at critical stages of the project.

A revised version of this program will form part of the Project Managers Monthly Report.

6.3 Detailed Programs/Schedules of Works

The Project Manager or Delegate will prepare detailed programs to accompany Method
Statements or when a particular co-ordination exercise is required.

These programs will indicate the average working hours/periods for activities that are
programed to take place on daily basis.

The Project Manager or his Delegate shall prepare further program information as follows:

• Detailed construction program (incorporating trade activities).

• Materials and subcontractor procurement program

• Detailed construction phase completion program.

• Comprehensive testing and commissioning programs.

• Handover(s) Program

All programs shall respect the need for inspection of the works by others, the interface of
work with others and key dates.
7.0 FINANCIAL

7.1 Cost and Change Control

The procedure for monitoring and controlling change [variations] is set out below. The
procedure is based on the generation of Request for Change (RFC) documentation for
advance review and costing.

Cost control will be undertaken by the Project Manager or his Delegate and reviewed by
Senior Management as required as per the following key steps:

(i) Early identification of potential changes to enable design modifications to be made

and integrated with the works as far as practically possible with little or no disruption to the
overall sequence of works.

(ii) Continuous proactive liaison between all members of the Project Team for finding the
potential for change.

(iii) Prompt evaluation of the effects of proposed change in accordance with an approved
sign-off procedure.

(iv) Value Engineering all change proposals fully so as to minimize impact on the overall
project cost.

(v) Early identification of necessary and potential change arising from error of default so
to minimize the effects or impacts of the required corrective action upon the project.

(vi) Continuous review and updating of risks assessed as having an effect or potential
effect upon the project.

(vii) The detailed monthly review and evaluation of change potential with the necessary
advance warnings.

The Project Manager will constantly review the operation and effectiveness of the Change
Control procedure. All parties are responsible for the early evaluation of matters likely to
lead to change so as to minimize any effects upon cost, time and quality of the completed
project. In this regard very close cooperation in the evaluation of such items is expected
and is a requirement precedent to the maintenance of good working relationships.

7.2 Client and Project Team Instructions

As indicated above, the means for the identification and control of change or potential
change is the Request for Change (RFC) form, which if the change is agreed and
approved is followed by a Project Manager’s Instruction, which would occur upon the
return by the Consultant of a satisfactorily completed RFC.

The RFC’s submitted must include sufficient information to allow the Consultant to make
an informed decision. The Consultant should issue a full response to an RFC within the
agreed time period requested by the Project Manager. The information attached to the
RFC should include where available or necessary:

(i) Drawings
(ii) Specification

(iii) Scope of works

(iv) Program impact

(vi) Cost Impact

(vii) Instruction required date

The Project Manager or Delegate shall log all instructions and include a schedule in the
“Project Manager’s Report” indicating the status of RFC’s and instructions issued. The
Consultant will similarly record the status of all instructions and RFC’s issued.

7.3 Request for Change (RFC) Process

A procedure for monitoring and controlling change is shown in the diagram below. The
process is based on the submission by the Project Manager of the Requests for Change
(RFC) form.
7.4 Request for Information or Instruction (RFI)

The process by which contractor is able to request information from consultant, or an

instruction that will not result in a change or variation is by completion of a Request for
Information / Instruction Form [RFI].

7.5 Cost Reporting

The Consultant requires to be kept advised of the anticipated final costs of the project for
categories of expenditure.

The Project Manager or his Delegate produces Monthly Cost reports in an agreed format
for inclusion within the monthly Project Manager’s Report.

The reports will reconcile the latest forecast for the anticipated final account for each
element of the Final Contract Sum. Cost reports will also incorporate schedules of
instructions (including potential changes awaiting instructions) together with cost estimates
for each instruction. A cash flow forecast will also be provided by the Project Manager,
amended from time to time to take into account any adjustments to the Project Master
Program.
7.6 Valuations, Claims and Interim Payments

A diagram showing the process for Valuation, Claims and Interim Payments is indicated
below. This flowchart follows the recognized lines of Project Communications.

8.0 Construction

8.1 Construction Planning

8.1.1 The construction planning services will be provided in accordance with contract
requirements.

8.1.2 The works master schedule will be based on the tender scheme programme and
will be submitted initially after the contract award.

8.1.3 Following the review and approval of the master schedule more detailed levels of
program will be prepared.
8.1.4 Project control is required for the following documentation:

• Shop drawing preparation.

• Material procurement.
• Arranging subcontractors.
• Material delivery.

8.1.5 The programme dates for the above items will be derived from the overall project
schedule. Exporting these items from the Primavera database to a spreadsheet will be
done to implement this.

8.1.6 This will allow the preparation of customizable reports showing the status on each
of these activities.

8.1.7 The work carried out by the planner will comprise of monitoring progress,
updating the schedule and providing short term look ahead programs.

8.1.8 Actual progress of the works is continuously monitored and compared with the
schedule.

8.1.9 Variances are defined and assessed.

8.1.10 In case of any delay, a recovery plan is prepared along with costs and resources
impact.

8.2 Subcontractors

8.2.1 At the tender stage a preliminary list of subcontractors is prepared and used
for inquiries.

8.2.2 Upon award of the contract a thorough review is carried out of the list of
subcontractors

8.2.3 At the start of the project a list of all the subcontractors is prepared.

8.2.4 The scope of work for the subcontractors is precisely defined and identified by
using the bill of quantities.

8.2.5 The bill of quantities is prepared on a spreadsheet and allows activities / work
relevant to specific subcontractors to be edited out.

8.2.6 This provides financial reporting from information obtained from the
spreadsheet

8.2.7 Additional columns are introduced in the spreadsheet to identify which

subcontractor the work is allocated to.

8.2.8 In the case of one bill item being split between the main contractor and different
subcontractors the bill item is split.

8.2.9 The drawings relevant to each subcontractor are identified.

8.2.10 A standard form of the contract is prepared specific to the project. This reflects
the contract terms and conditions of the main contract with the client

8.2.11 The standard form of contract identifies the facilities, services, temporary works,
plant and equipment to be provided by the main contractor and by the subcontractor.

8.2.12 Due attention and instruction is given to our subcontractors with regard to their
activities.

8.2.13 Regular meetings are arranged to coordinate their works together and with the
contractor’s main activities as per the program.

8.2.14 Upon nomination, a separate meeting is held with major subcontractors like
electro-mechanical contractor, the Aluminum / Curtain Wall Subcontractor and the Lifts
Subcontractor in order to establish proper coordination between all activities and to follow
program of works.

8.3 Procurement

8.3.1 This section of the project execution plan covers the procurement of the
permanent works equipment, materials and services which can either be arranged as:

a) A material supply contract from a local company

b) A material supply contract from an overseas company

c) As sub contracted work where the sub contractor provides plant, equipment,
materials and labor for the installation or construction.

d) A material supply, which is under prime cost and will be decided during the project.

8.3.2 On the award of the contract a comprehensive list of all the permanent works
materials will be prepared along with the work elements to be subcontracted.

8.3.3 Based on this list inquiries will be sent out to potential suppliers or subcontractors.
Inquiries will include relevant bill of quantities sections, contract drawings, specifications
sections and program dates.

8.3.4 Suppliers / subcontractors will be given a set time period to respond. This period will
depend on the complexity of the supply or subcontractors works.

8.3.5 The returned material or subcontract offers will be reviewed for their compliance with
the contract documents for quality and ability to meet program

8.3.6 The cost and commercial terms of each offer will be reviewed based on the best
quality and ability to meet program and cost.

8.3.7 A potential material supplier or subcontractor will be identified and submitted to the
client for approval.

8.3.8 After approval of the material supplier or subcontractor an award will be made using
the standard format terms and condition for the supply.
8.3.9 After the award the precise program dates will be discussed in detail with the
supplier or subcontractor.

8.3.10 The subcontractor will prepare shop drawings relevant to his scope of work.

8.3.11 Once an order is placed, regular follow-ups with the supplier/ subcontractor are
carried out to ensure compliance with the delivery schedule.

8.4 Samples and Mock-ups

As a means of ensuring that both the correct specification of materials used and the quality
of workmanship, construction activity on or off site will be preceded by a representative
sample of the work in question.

These samples will be organised by the Project Manager or his Delegate who will
determine through discussion with the Consultant the size, type and content of the sample
required. The Project Manager or his Delegate will satisfy himself regarding specification
before notifying the Consultant that the sample is ready for inspection. On receipt of the
product. QC personnel inspects the items to ensure compliance with norms and
approvals. Final inspection will be by the Consultant and/or other appropriate Consultant’s
Personnel. Satisfactory completion of works samples will be noted on Project Manager
Instructions.

Where the sample incorporates a “finish” the Project Manager or his Delegate will retain a
representative agreed sample for the duration of the project. The Project Manager or his
Delegate will be responsible for maintaining in situ samples for comparison purposes
during the works.

Mock-ups are to be prepared in a form to be agreed between the Project Manager,

Consultant, and Client.

8.5 Quality Assurance and Quality Control

The Project Manager shall ensure Quality Assurance procedures to ISO 9001:2008 are
followed. This includes the implementation of PQP and required proforma’s.

It is the responsibility of the Project Manager to specify goods and materials to be

incorporated into the project using relevant British Standards, Codes of Practice,
Agreement Board criteria or other appropriate standards.

The site Quality Control Representative shall produce a Project Specific Quality Plan for
the Project which sets out how he intends to control quality on site, including that of sub-
contractors, suppliers and other specialists.

The Project Quality Plan shall be submitted to the Consultant and Project Manager in
accordance with the stipulated time-frames listed in the Letter of Intent to be actioned from
receipt of commencement order.
8.6 Mobilisation and Execution of The Works

8.6.1 Personnel & Equipment

Based on the project schedule, a detailed manpower histogram will be prepared for whole
period of the project. The Project Manager will review the histogram periodically and
instruct / update /amend as necessary.

Main machinery, plant & equipment (e.g. cranes) will be provided at the initial stage of the
project. Further equipment will be provided from the plant yard, or hired in particular
requirements in line with the works program.

8.6.2 Lifting Equipment

To ensure the program is met it is critical that adequate lifting equipment be available for
the lifting of material, equipment, false work and formwork.

Listed tower cranes would be provided. The proposed arrangements will be submitted in
due course.

The tower crane would be utilized for the:

a) Erection, stripping and movement of formwork & lifting of reinforcing bar

b) Lifting & placement of precast

c) Lifting of construction materials and equipment.

Concreting would be carried out by a concrete stationary / mobile pump as

required. Mobile cranes will be provided as and when required. Mobile cranes will be used
for unloading, loading and other construction activities when the tower cranes are engaged
in other activities. Following progress of concreting the structure, personal/material hoists
will be fixed.

8.6.3 Site Facilities and Layout

Temporary (portable) buildings will be installed on site for the main and sub-contractors
use. Adequate space will be allocated to the Consultant / Client. Those facilities will be
separate from the buildings under construction. They will be established in a suitable
location approved by the Consultant. Electricity and water will be connected for temporary
use during construction. Drainage lines wall also be installed and disbursed in sewerage
lines if available and allowed.

The site facilities would comprise the following:

a) Main contractor’s offices / Subcontractors offices.

b) Carpentry shop.

c) Steel rebar lay down area, cutting and bending areas.

d) Material lay-down area

e) Covered store.

f) Small temperature controlled store.

8.6.4 Topographical Survey & Setting Out

Upon award of the contract a request will be made to the Client for the survey and setting
out benchmarks. This information must be in writing and give the levels and plan
coordinates of the benchmarks and their unique reference number.

This information will be shown on an overall layout drawing and will be used to plan the
establishment of a series of temporary benchmarks for the setting out of the works. These
benchmarks will be arranged on orthogonal lines offset from the building edge.

Some extra benchmarks will be provided so that in the case of any benchmarks being
damaged or disturbed others can be used.

A number of survey rounds will be carried out to check the accuracy of the plan and level
co-ordinates for the benchmark. This information will be submitted to the Consultant or
Client for review and approval. Upon approval of the benchmark co-ordinate and level
information this will be issued to site personnel for construction. All available drawings and
documents on existing services will be thoroughly examined.

8.6.5 Geotechnical Evaluation

Upon award of the contract a thorough review will be carried of the site investigation report
for any anomalies or inconsistencies on the site investigation report.

Any queries on the site investigation report will be raised in writing to the Client and
Consultant.

Before foundation work on any structure, a visual inspection will be carried of the formation
to check that this is consistent with what was envisaged in the site investigation report

Any differences will be brought to the attention of the Client or Consultant prior to casting
die blinding concrete

8.6.6 Site Access

Within the Contractors part of the site, temporary access tracks will be established to allow
safe and easy passage delivery vehicles, plant, equipment and personnel to the building
block locations.

The transport of small items of construction materials and equipment to the different levels
on a building would be arranged by use of an access hoist / crane.

Labor access to different levels on the building would be by the concrete staircase and
hoist cranes. Whilst work is being carried out on the staircase ladder access via scaffold
would be provided.

8.6.7 Demobilization

After substantial completion and commencement of testing and commissioning, as built

drawings and other documents necessary for maintenance will be provided. The Project
Manager will plan carefully the demobilization on site in order to allow smooth transitioning
of the site on time to the Client. This will include dismantling and removal of machines,
disconnection of temporary services, removal of temporary buildings, stores and
associated areas, general cleaning and reinstatement of any sidewalks, services etc. that
might be required.

8.7 Construction Site Security

The Project Manager will issue, with his overall project method statement, a security plan
for the project which shall cover, but shall not be limited to:-

• Perimeter site security.

• Accommodation and welfare facilities.

• Materials storage and management.

• Protection of completed works.

• Protection of the site outside of working hours.

• Site rules and procedures.

• Emergency call out numbers

8.8 Site Inspections

The Project Manager’s Team Shall:

1. Inspect the works for which they have responsibility at regular intervals and report
to the Project Manager any concerns, immediately highlighting any corrective action
to be taken. A formal quality report shall be part of the report issued at the weekly
Project Team Meetings.
2. Inspect works at completion phase and produce an outstanding work/defect
schedule and recommendation.
3. Inspect the work at the end of the defects liability period and compile a defects
schedule and subsequently confirm that:

• All defects have been rectified

• Any omissions have been made good
• All necessary repairs have been carried out

8.9 Handover

In connection with handover(s) of any part of the project the Client will be represented by
the Consultant, Project Manager and the End User (If appropriate) by a suitable
representative.

All handovers will be accompanied by detailed schedules of conditions/snagging

lists. Draft schedules will be provided ten days prior to the handover date for checking.
Handover(s) will be documented. The Project Manager will be responsible for ensuring
that if part of the project is handed over then it will be effectively sealed off and all relevant
documentation collated and handed over simultaneously.

Handovers will not occur until such time as use and responsibility for an area can be
clearly defined and agreed. Where use and/or access is to be shared, the Project
Manager will maintain overall control and responsibility for that area.

As completion nears, arrangements for Handover will be made with the Client’s
Representative or appointed Facilities Managers. The content of a full and comprehensive
Completion Report is to be agreed, and prepared.

The following aspects must be considered:

• Dilapidation survey

• Agree strategy for sectional completion and snagging

• Agree security requirements and security

• Notices to statutory/local authorities

• Bulletins to neighbours

• Check audit trail

• Regular visits to site to check progress

• Check Health and Safety issues

• ‘Countdown’ meetings

• Specific areas i.e.-

- Defect rectification

- Service testing

- Client/contractor interfaces

- Access regimes

- Insurances/warranties/bonds

- Permit systems

- Emergency contacts

- Requirements for issue of completion certificates

- Handover meetings

- Meter readings
- Co-ordination post practical completion defects rectification

- Issue certificates with agreed outstanding works

- Clear defects

- Issue final certificates and agree final accounts

- Regular contact with client

8.10 Construction Co-ordination

Co-ordinating the works on site will be the Project Managers responsibility. It is

envisaged that this will primarily be achieved through:-

(a) Detailed short term planning

(b) Daily Supervisor meetings

(c) Weekly task briefing / co-ordination of all sub-contractors

Detailed planning exercises will respect the need for inspections of the works by the
Consultant. The Project Manager will give notice of works for inspection. Where
necessary the Project Manager will establish an inspection and trade handover system
between key interfacing trades. The aim of construction co-ordination will be to ensure
controlled and “Quality Assured” progress.

8.11 Testing, Commissioning and Handover – General

The Project Manager shall ensure that testing, commissioning and handover requirements,
are adequately provided for within the Contract. Testing and commissioning shall be
undertaken prior to the handover of the completed Project and is a pre-requisite to the
issue of a Certificate of Practical Completion.

The Project Manager shall ensure that the testing and commissioning process is
adequately provided for within the Construction Program. A detailed day-by-day Testing
and Commissioning Program shall be agreed and distributed to the Client and the
Consultant at least eight weeks before testing and commissioning is due to
commence. This Program shall be marked up during the course of the testing and
commissioning to highlight Progress.

8.12 Testing

Testing shall accurately record the following test and inspection information:-

(a) Plant, section and installation under test.

(b) Manufacturers reference number where applicable.

(c) Date, time, duration of test (and weather conditions if appropriate).

(d) Test results with itemised readings including records of all other checks and tests.
All equipment, material and service installations shall be tested and identified. If the first
inspection or test fails the test shall be repeated within a reasonable time period.

The Consultant will give 24 hours written notice of his intention to be represented at the
test. If after inspection or testing, the Consultant deems that such plant or any part thereof
is defective, or does not conform to the specification, then this shall be rejected by written
notice within 24 hours, indicating the area of failure.

8.13 Commissioning

The Commissioning process shall follow satisfactory completion of the foregoing tests and
when the installation is in a safe and satisfactory condition, include for setting it to work
and regulating and adjusting to the design requirements.

In general terms, the commissioning shall include the following procedures:-

• Setting to work all systems as specified and ensuring that the performance
requirements have been achieved.
• Balancing and regulating all systems to meet the specified performance
requirements.
• Making final adjustments and before practical completion, demonstrating by
commissioning procedures detailed by the Consultant, that the provisions of the
contract have been met in total by completing the previous testing and setting to
work procedures and by showing that the completely integrated installation will
function in accordance with the specified performance requirements.

Commissioning shall not be deemed complete until:-

• A record of all test results have been received.

• All commissioning documents have been completed.
• The Consultant has certified the documents as being complete.

8.14 Final Handover

As part of the formal handover, the Project Manager shall ensure that the following
mechanical and electrical documents and information is produced, to be available not less
than one month before Practical Completion of any part of the Contract.

Operating and Maintenance Manuals

The following documents shall be included within one or more volumes of durable finish
service manuals, with format and contents agreed with the Consultant. Three sets to be
provided on completion.

1. Index of Contents

2. Description of Design Intent and Operational Policy

3. Commissioning Documents and Reports

4. Manufacturers Operation/Service and Maintenance Manuals

5. Manufacturers Spares List and Ordering Procedure

6. Operational and Maintenance Routines

7. Line Diagrams of Plant Control Systems

8. Schematic Layouts locating Valves, Switches etc.

9. Schedule of Installed Equipment

10. Description Working Drawings for each main item of plant/equipment, showing
safety features etc.

11. Emergency call-out service – personnel and telephone contacts

12. Copies of all charts posted elsewhere in building

13. List of tools, keys and special requirements for handing over

14. Guarantees, Test Certificates and Reports

15. Insurance and Inspecting Authority Certificates and Reports

16. List of Record Drawings (drawings separately available)

The operation and maintenance manuals shall be relevant to the installed Works, compiled
in a logical and instructive manner to ensure a full understanding by the user or facility
management team, of manufacturer’s recommendations together with those in connection
with Health and Safety and the Prevention of Legionnaires Disease during operations.

Diagrams and scheme layouts shall indicate the individual control features and are to be
cross-referenced with identification numbers on the installed plant.

8.15 As Build Drawings

The Project Manager shall supply two sets of “as installed” drawings, and two copies of
disks, produced using (AutoCAD ) software to show the complete installation. Drawings
must be of a scale at least equal to the Tender Drawings and Record Drawings shall have
all valve, controls, room number and component identification which correspond with the
Operation and Maintenance Manuals and installed identification. Latest Architectural
information must also be included.

Drawings shall be suitable for micro-filming without the loss of detail or notes. Negatives
shall be prepared in accordance with BS 4210 and notation “Record Drawings” shall be
included in 20 mm block capitals at the bottom of the drawing adjacent to the title block.
During the progress of the Works the Project Manager or his Delegate shall record on
drawings in an approved manner, the information necessary for preparing the installation
record drawings. The marked up drawings shall be made available to the Consultant for
review upon his request.

General layouts are to be to a scale of 1:50. Suitable line diagrams of the system and
valve identification charts are to be supplied in the Operating and Maintenance Manuals.

Such documents and information shall be issued to the Consultant for comment and
approval prior to formal issue. The Project Manager shall allow a reasonable period of
time for comment and this shall be included within his Detailed Programme.

As built drawings and operating and maintenance manuals shall be issued prior to
completion and will be a pre-requisite to the granting of Practical Completion certificate.

8.16 Defects Liability

The Project Manager will make good all defects in the maintenance period in accordance
with the conditions of contract. The Project Manager will make arrangements with the
client and give reasonable notice of the precise dates for access to the various parts of the
works, for the purpose of making good defects. The Project Manager will inform the
Consultant when remedial works to various parts of the works are complete. The Project
Manager may be required to carry out remedial works at any time during the maintenance
period upon instruction by the Consultant.

Defects notices will be issued to the Project Manager detailing the urgency of the action
required.

For repairs that need immediate action the Project Manager shall respond within 24
hours. Failure to respond in this time will result in the Client arranging for the work to be
carried out by others and the cost deducted from monies owed to the contractor.

The Project Manager will be required to report back in writing regarding action taken in
respect of the making good of defects reported during and at the end of the defects liability
period.

The defect liability period will be Contractually agreed between the Customer and
contractor. This agreement will include the extent of contractor’s commitment with regards
to defect liability.

Project Completion: Immediately prior to the end of the maintenance period the Project
Manager, Consultant and Client’s Representative, will carry out a final inspection of the
works. The inspection will ascertain whether all outstanding defects have been ‘made
good’ by the contractor or not. On satisfactory completion of the inspection the Consultant
will raise a ‘Defect Liability Certificate’. The final completion certificate will be endorsed by
the Client when all matters under the contract have been resolved.

9. ADMINISTRATION

9.1 Drawing Distribution and Approvals

The Project Manager will be responsible for distributing drawings and other construction
information to sub-contractors, suppliers, manufacturers etc.

The Project Manager shall maintain a full set of up to date drawings on site to be available
at all times for reference, and to be followed for all site construction works.

Where there is a requirement for sub-contractors, suppliers or manufacturers to provide

fabrication, shop drawings and details for approval, four prints of all drawings requiring
comment or approval must be submitted to the Project Manager for checking and onward
transmission to the Consultant for review and approval. One copy will be returned by the
Consultant with comments to the contractor and marked A, B or C for onward
transmission to the sub-contractor, supplier or manufacturer.

A = Approved/No comment

B = Proceed with works, subject to revision

C = Not accepted; to be revised and re-submitted for comment.

On receipt of the marked up print the sub-contractor, supplier or manufacturer will revise
his drawings, if necessary, and re-submit four copies to the Consultant via the Project
Manager for re-checking and stamping as “approved for construction”.

Stamped copies will be returned by the Consultant to the Project Manager. The Project
Manager will issue as necessary to other sub-contractors. The Project Manager will be
responsible for ensuring that the information passed on to the Consultant is clear, legible
and complete and for ensuring that all necessary parties receive the information.

As a general principle, two weeks will be allowed from submission of drawings for
comment by the Consultant.

Reference Procedure:

9.2 Information Required

During construction, it is the responsibility of the Consultant to co-ordinate his own

information exchange. Project Manager will lead and liaise with the Consultant with regard
to the co-ordination of information required. Information requirements identified by sub-
contractors will be set out in a manner agreed between the main contractor and
consultant.

Formal requests for information will be submitted by Contractor to the Consultant. The
formal response will be issued by the Consultant within x days from the date of
submission. Serious areas of concern will be notified to the Project Manager and
highlighted in his Monthly Report.

Reference: Request for Information (RFI) Template

9.3 Procurement

Reference: Procurement Procedure

9.4 Certification
Certification of completion of part or the whole project will be issued by the consultant .

10.0 APPENDICES

As required