NVQ 3 Answers

NVQ Guide to Unit Questions
Unit Page Number

QCF209v2 6
QCF210v2 10
QCF211v2 13
QCF212v2 17
QCF213v2 23
QCF215v2 27
QCF216v2 31
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QCF218v2 34
Unit Reference QCF209v2
Title Confirming Work Activities and Resources for
an Occupational Work Area in the Workplace
Level 3
Credit Value 10
Learner outcomes
The learner will be able to:
understand project information
1.3, Explain the types of work relative to the occupational area and how to identify different
work activities.
The different activities taking place on site can be identified from the schedule of work displayed as a Gantt
Chart, available from the site office. Type of work includes……………… (example, plastering, brickwork,
plumbing, dry lining etc.)
1.4, Explain methods of assessing the resources needed from a range of available information.
The resources required can be assessed from drawings, specifications, schedules, the health and safety
policy as well as site meetings.
1.5, Explain the required information and the different methods used to prepare a work programme
relative to the occupational area.
Method statements that relate to the task, risk assessment explaining the hazards involved during the work
activity and those that relate to the resource being used.
The duration required to complete the task, derived from the method statement will enable the start date
and finish date to be added to a schedule of work.
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Other information required; specification for the task, drawings for that phase of work, and the sequence of
the work.
2.2, Explain the different sources and methods that can be used to obtain clarification and advice when
the required resources are not available.
Seek clarification at site meetings verbally, but these should be made more formal, (in writing) before work
starts. Alternative sources of information can come from the internet or manufacturers information or the
construction client involved in the project.
3.2, Explain different methods of evaluating work activities against the following project requirements: –
contract conditions– contract programme– health and safety requirements of operatives
Contract length and client’s requirements. Are the work activities in accordance with the contract
programme? The principal contractor will meet the client’s requirements through selection process. The
contractor will meet the project requirements in relation to site conditions availability of resources. Regular
design team and build team meetings to discuss requirements. Agree on all aspects of the contract to meet
the client’s requirements on site to full fill the contract. Record all information and disseminate to all parties
involved in the contract so they understand the work scope to be undertaken and can prepare for every
event. The requirement of health and safety for operatives will need to be taken in to account in the form
of risk assessment and distributed to the contactors on site.
Occupational Wok Supervision Level 3 Page 2

3.3, Evaluate the requirements of significant external factors that could affect the progress of work, in
relation to: – other related programmes– special working conditions– weather conditions– other
occupations/people– resources– health and safety requirements.
The external factors could be:
 Communication breakdown between contractors and client

 Disagreements on the projects for specification and hold ups from other trades not finishing to the
agreed time schedule
 Shortage of labour to continue the project, sickness holidays etc.
 Suppliers not being able to provide materials and equipment
 Transport issues of delivery of materials and workforce
 Health and Safety changes to the constructions phase not following company and site standards
 Severe weather conditions which increase hazards and slow down production
4.2, Evaluate which work activities make the best use of available resources in relation to: – occupations
and/or customers associated with the work– tools, plant and/or ancillary equipment- materials and com-
ponents.
The schedule of work sets out the required timeframes and targets to be met for the construction phase
you are currently at. Consult the plan made by the client/project manager to meet the goals and to main-
tain the project current course. Making sure all work activities are scheduled and planned from the start,
this will then help the workforce/company to meet the same target/ goal for the projects to keep the work
on schedule.
Keeping Client up to date with weekly progress meetings whilst Maintaining a positive relationship between
the client and us this will help the project and keeps the transparency between client and contractor
4.3, Explain different methods and sources that can identify which work activities influence each other.
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The different methods and sources that influence each other are part of 4M, (manpower, materials, ma-
chinery and sub-contractors) all the required resources for the work. How the construction client plans, pro-
cures, utilises, and manages these 4M resources will largely determine how the works are progressed.
Having schedules in place helps the supervisor, checking that the schedule is being met. Also, involved in
this kind of auditing is looking at the labour to see if it’s not overlapped on each other making sure each
phase is on the correct path. Regular monitoring needs to be done on the labour to make sure there is
enough to complete the work. This needs to be monitored in tandem with resources and work equipment,
has been ordered is on site, or in transit to site and will be on time, also is the equipment working is a big
factor if it not working then we don’t have the resources or the equipment to carry out the job to meet
deadlines.

4.4, Describe how to determine the sequence of work activities and how long each work
activity will take
Check the schedule of work for tasks due to be carried out.

I then access a computer where I can see any drawing updates. Contact suppliers to check resources are
available and dates of delivery. Contact Sub contractor to make sure I will have enough labour on site if
needed. Check I have right Plant and equipment to carry out works and they have been PAT Tested.
Check the Risk Assessment and Method statements to confirm the correct sequence for the work, confirm
they are ok and up to date.
I would determine length of work activities from past and present experience as well as from the
specification.
4.5 Describe what zero and low carbon requirements are.
Green building (also known as green construction or sustainable building or zero carbon) refers to both a
structure and the using of processes that are environmentally responsible and resource-efficient through-
out a building's life-cycle: from siting to design, construction, operation, maintenance, renovation, and
demolition in other words, green building design involves finding the balance between homebuilding and
the sustainable environment. This requires close co-operation of the design team, the architects, the engi-
neers, and the client at all project stages.
4.6, Explain how work activities and different ways of using resources can impact on zero and low carbon
requirements, and make a positive contribution to the environment.
Ways of having an impact on zero and low carbon contributions would be by using local labour, this will
help the environment by keeping emissions low because of employees traveling locally and not from all
over the country. Having materials made and sourced from local commercial business this will have a big
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impact on the environment using all resources locally. When using, and selecting materials try to source re-
cyclable materials and equipment that can be reused. Turning of electrical appliance when not in use and
turning lights and plant off especially helps lower carbon emissions and has a positive impact on the envi-
ronment
5.3, Explain how to identify possible alterations to the work programme to meet changed circumstances
relating to action lists, method statements, duration, schedules and/or occupation specific requirements.
Regular monitoring and controlling through direct supervision keeping accurate records of all work carried
out and maintaining communication between all involved in the programme will maintain and identify all
forth coming and existing problems seen beforehand. By using the appropriate systems and regular
briefings and site meetings this will establish the problem and will gives us sufficient time to amend the
problem and meet the schedule. Any extensions of time, delays, and changes will have implications to the
financial running of the project and will also have an impact on scheduled work affecting contracts booked
in and deliveries to site. This will in fact slow the project and time scales may need to be increased or works
jump up to 24hours to be deadlines, this will then need risk assessments and method statements reviewing.
5.4, Explain how to assess contractual/work effects resulting from alterations to the work programme.
Regular monitoring and controlling through direct supervision keeping accurate records of all work carried
out using appropriate systems and regular briefings and site meetings. Any extensions of time, delays, and
changes will have implications to the financial running of the project. The supervisor needs to monitor 4M
(manpower, materials, machinery, and sub-contractors) with guidance from the project manager and
construction administration.

5.5, Explain the methods used to justify to decision makers on the effects resulting from alterations to the
work programme.
When considering changes to the work methods already agreed the client will need to be informed of any
increase or preferably decease in costings in the project work methods. He or she will need to agree to the
changes, this could influence the budget, so obviously if there is a cost saving the client will be happy with
the change, but if the cost of the project has just soared the client will not be pleased with this depending
on if the change could have a maintenance positive effect with a cost saving annually. Signed
documentation indicating all these changes will need to be recorded and filed once agreed. (change control
log).
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Title Developing and Maintaining Good Occupational
Working Relationships in the Workplace
Level 3
Credit Value 8
Learner outcomes Assessment criteria
The learner will be able to: The learner can:
1.3, Explain the methods and techniques used and personal attributes required to encourage and main-
tain working relationships that promote goodwill and trust with relevant people.
Communication can be formal and informal or both, (written or verbal). It is advisable when communicating
with different contracting parties that communication is formal (in writing and issued by authorised
person), this prevents misunderstandings later, keeps things clear for all parties concerned with the
construction.
Holding daily meetings to encourage team-work and discuss any problems or safety issues of the scheduled
work that needs to be carried out. Listen to any issues the team may raise and resolve using correct
procedure. Team-work makes the dream work, this is a very good saying as it does work, team-work is a
crucial part of the project, this brings personal attributes and good working relationships.
1.4, Explain the principles of equality and diversity and how to apply them when working and
communicating with others.
Equality is ensuring individuals or groups of individuals are not treated differently or less favourably, based
on their specific protected characteristic, including areas of race, gender, disability, religion or belief, sexual
orientation and age.
Promoting equality should remove discrimination in all the areas. Bullying, harassment or victimisation are
also considered as equality and diversity issues.
Diversity aims to recognise, respect and value people’s differences to contribute and realise their full
potential by promoting an inclusive culture for all staff.
Benefits of the policy when applied;
 Embed respect and ensure good management practice to realise cost savings
across the sector.
 Clearer messages that encourage good practice throughout the supply chain
and enable more support for small business.
 Join up initiatives to maximise impact and avoid duplication.
 Track the benefits of diversity through effective monitoring and costing of
actions and results.
 Ensure information and knowledge about the benefits of diversity is available
and easy to use.
 Celebrate the success stories to encourage other companies to adopt good
practice.
 Communicate and promote good practice across the Industry.

2.2, Explain the different methods and techniques used to inform relevant people about work activities.
An essential part of the construction process is the communication of information. Planned and organised
pre-contract meetings are held, which involve all parties concerned in the
They provide an open forum to;
 Facilitate the work progress and administration of the contract.
 Review works undertaken and identify areas requiring management action
 Provide a forum to raise concerns and issue solutions
 Provide a historical record of discussions and resolutions by way of minutes of the meeting.
2.3, Explain the effects of not informing relevant people with the expected level of urgency.
This will affect targets, wasted resources, and health and safety implications, environmental implications
and influence the costs and budget. The effects of not informing the relevant people can have catastrophic
consequences to the schedule of works and health and safety to people on site. This could influence the
whole schedule of works and even the site leading to a failure of the project.
2.4, Explain the different types of work activity related information and to what level of detail the
following people would expect to receive: – colleagues– employers– customers– contractors– suppliers of
products and services– other people affected by the work/project.
Anyone who would need to relate information to staff, employers, customers, contractors, suppliers and
other people that may be involved with the project will be contacted via phone (informal) and then con-
firmed via email (formal instruction) the level of detail will be of sufficient detail to enable all involved to
complete the work they are doing, to the agreed specifications, method statements and safe work prac-
tices. Any employees will have a job sheet or verbal instructions given by supervision so they can proceed in
line with company policy and procedures.
Updating all relevant people in as much detail so there is no communication break-downs and insuring the
project runs as per the schedule.
3.2, Explain the techniques of encouraging questions and/or requests for clarification and comments
Morning briefings & toolbox talks- encourage everyone to regularly ask questions. This kind of interaction
from everyone makes employees more comfortable with the concept of speaking up, and it also gives them
confidence to approach the correct employee without hesitation. Being able to speak your mind without
repercussions is a benefit for everyone involved with the project. It makes a safer site and keeps the project
moving forward.
3.3, Explain the different ways of offering advice and help to different people about work activities, in
relation to: – progress– results– achievements– occupational problems– occupational opportunities–
health and safety requirements– co-ordinated work.
Method statements, risk assessments, specifications, safety data sheets, COSHH, drawings and schedules.
These documents tell you how to complete the job safely, provide information to meet quality standards,
they should be consulted regularly when offering advice. Your experience and the experience of the project
manager can help. Carry out briefings to discuss the work and to identify any clarification that is needed,
this is also a good way of offering advice and help to employees and contractors on site.
Speaking to the correct management to report any occupational problems and making a log of these will
help.
Notice boards are a good way of offering advice and to everyone. Notice boards are a good way of
informing employees of achievements results and works on going as well as performance issues and best
practices being used in the industry.

4.2, Explain the methods of clarifying alternative proposals with relevant people.
Regular meetings with clients and contractors to discuss alternatives with the project, speak with them to
agree on proposals recommended once agreed we must record all agreements and inform all relevant
people involved in the proposals so they are aware. We will need to contact appropriate suppliers. Keep a
file of all the recorded changes and agreements. We will need to communicate with the correct employees
to avoid any issues arising
4.3, Explain the methods of suggesting alternative proposals.
Meetings and suggestion forms (available from office and canteen) provide a way to propose different ways
of completing work. They could have a beneficial effect on the cost of the project. The input will in some
cases provide the client with innovation’s and can contribute to the project.
By contacting correct suppliers having materials available so clients can look through to make choices. Hav-
ing a meeting to discuss alternatives.
5.1, Examine and agree the work activities that satisfy all people involved and will meet the required
outcome of the proposed method of work.
Always use tried and tested methods of work these are beneficial as they are proven to work and are
probably common knowledge and practice throughout the work force. We always use known contractors
and trades-men so we know what to expect from these companies from their work to safety
documentation, we use recognised materials and equipment that have the correct BSI or EN rating and
grades this will guarantee the materials to be of a good construction and good quality.
5.2, Explain the methods and techniques used to resolve differences of opinion in ways which minimise
offence and maintain goodwill, trust and respect.
Find a common ground. A discussion about a difference of opinion should always begin with finding the
common ground for each party. For example, wanting the best safe work practice for the site is something
everyone can agree on. If each party agrees that this is the intended goal, getting everyone to work
together on behalf of the client is a good way to encourage positive problem solving.
Create a positive environment. Honest and respectful communication is the key to resolving differences of
opinion about a situation. Remarks that do not contribute to the positive progress of the conversation
should be avoided.
Support opinions with objective data.
Discuss timelines. If different strategies are recommended by different parties, it may be helpful to establish
a time during which one strategy is used at a time. Progress should be noted so that the strategy can then
be evaluated for its effectiveness
Outcomes should be documented to avoid further differences later during the life of the project.

Title Confirming the Occupational Method of
Work in the Workplace
Level 3
Credit Value 11
Co-Ordinate work operations
1.2, Explain how to summarise the following project data: – required quantities– specifications– detailed
drawings– health and safety requirements– timescales– scope of works.
Architects, engineers, Quantity Surveyors, Design documentation to be given to contractors and clients to
confirm the works to be undertaken. This needs to be summarised as a programme of works for all involved
to see and be involved in for discussion so all deadlines can be met, activity plans, and method statements
risk assessments, health safety and welfare requirements need to be in place before any works takes place
and available for all to see. All factors relating to the project can be summarised through communications in
the form of formal verbal, written emails, presentations, and briefing and recorded to show deliverance of
the documents.
1.3, Explain the different methods of assessing available project data.
Project information is assessed by having pre-contract meetings with all involved to discuss the project
data, this will get the required information to all parties involved with the construction and can evaluate the
data collected, regular site meetings to assess project status once ongoing, evaluate and determine the
most effective and efficient safe methods of work which needs to be complete in pre-contractual meeting in
the planning stage.
1.4, Explain how to use project data to interpret the work method, in relation to: – standard
work procedures– sequence of work– organisation of resources (people, equipment, materials)–
work techniques– working conditions (health, safety and welfare)– risk assessment.
All work must be of a high standard in relation to current company policy (method statement, risk
assessment, safety policy, specifications and drawings) and government legislation
The sequence of work, must be followed from the manufacturer to meet the guarantees provided for the
product. This work is done to coincide with the works programme that has been agreed by all involved, to
meet the schedules and timescales.
Work techniques, the data described in the method statements and risk assessments must meet current
work regulations and Health and safety requirements and safe working practices followed.
Standard work procedures organisation of resources considering H&S requirements and scope of works as
well as timescale.
Working conditions, the workplace must be a safe place to work for all employees, visitors to the site and
adequate welfare facilities available to meet the volume of workmen on the site, hot and cold water must
be available as well as drinking water, a place of rest which is dry and clean.
Risk assessments must be site specific to the works that are being carried out and have review dates and be
communicated to the work force and evidence of this kept for audit purposes.

2.2, Explain different methods and techniques of obtaining additional information from the following
alternative sources when available project data is insufficient: – customers or representatives– suppliers–
regulatory authorities– manufacturer’s literature.
By having meetings and setting up a good communication networks, points of contact with suppliers, email
and telephone information with the people related to the project, this will provide a good source of
retrieving information when it is insufficient. There are always further outside sources to use instead of the
client which are alternative design methods, alternative resources, consult architect, engineers when having
insufficient project data. Obtain manufactures instructions and literature from the suppliers and reps.
3.3, Explain how to identify work methods that make best use of resources and meet project, statutory
and contractual requirements against technical criteria, in relation to: – health and safety welfare (princi-
ples of protection)– fire protection– access and egress– equipment availability– availability of competent
workforce– pollution risk– waste and disposal– zero and low carbon outcomes– weather conditions.
HSE Measures for Compliance Establish. HSE measures to achieve and ensure compliance, include the
following:
Management and oversight to ensure the following:
• Safe workplace with safe systems of work.
• Issues, risks, incidents, and events are addressed as these occur.
• Measures and processes adopted will achieve compliance and not adversely impact health or the
environment.
• Effective management of 4M aspects, including the following:
HSE Measures for Compliance Establish HSE measures to achieve and ensure compliance, include the
following:
Management and oversight to ensure the following:
• Safe workplace with safe systems of work.
• Issues, risks, incidents, and events are addressed as these occur.
• Measures and processes adopted will achieve compliance and not adversely impact health or the
environment.
• Effective management of 4M aspects, including the following:
• Manpower.
• Workforce is suitably experienced, trained, hold the right qualifications, informed, and equipped to
undertake works safely and without incident.
• Materials. Appropriate measures are in place to ensure the safe delivery, storage, movement, and
installation of materials.
• Machinery. To ensure safe operation of site machinery. o Subcontractors. To ensure compliance
for works contracted to others.
• Adoption of initial HSE control measure to make site safe prior to commencing works.
• Adoption of environmental safeguards to mitigate identified concerns.
• Site entry requirements, ensuring that all entry points have appropriate signage displayed showing
entry requirements, such as:
• PPE (personal protective equipment)
• site induction, requiring the following:
• all persons entering the site to be given general induction, including subcontractors, visitors, and
persons carrying out non-construction type of work, covering the following:
• site location information, site orientation with emergency response procedure
• site-specific HSE measures in place
• PPE (personal protective equipment) requirements, e.g. safety helmet, safety shoes, high visibility
clothing
• any other relevant information.
• specific inductions for work activity perceived as having high risk, given to people involved with
activity
• records of each induction, where each inductee is issued with an induction card stating the
inductee’s full name, employer name, date of induction, and date of expiration.

• The establishment of a site HSE committee that meet regularly, are supported by management,
and are tasked with the following:
• reviewing compliance requirements of contract, regulation, and legislation
• ensuring that all known concerns, issues, and risks are covered
• ensuring that a safe and healthy worksite environment is established and maintained
• encouraging employee innovation and involvement in achieving HSE compliance.
• Requirement for issue-specific safety procedure as work instructions or SWMS (safe work method
statement) for all tasks and activity perceived as having safety risk. Activities can include excavations,
concrete works, use of tower cranes (outlining lifting capacity and precaution for lifting loads), confined-
space work, cold and hot work.
• Requirement for CC to monitor and confirm HSE compliance, to ensure also the following:
• Non-compliances are promptly rectified.
• Focus is set and remains on prevention of incidents and accidents.
• Submittals of HSE records include HSE plans, SWMS, hazardous-substance
• register, reports, notices, and other documentation as required by contract and legislation,
ensuring that these are also readily available on request.
• Implementation of site-specific emergency management plan to minimise the risk of injury,
property, and environment damage, ensuring that plan is rehearsed on a regular basis.
3.4, Explain how to identify work methods that make best use of resources and meet project, statutory
and contractual requirements against project criteria, in relation to: – conforming to statutory require-
ments– customer and user needs– contract requirements in terms of time, quantity and quality– environ-
mental considerations.
Hold daily and weekly site Meetings, briefings and discuss customer and user needs while conforming to all
statutory requirements set out, also discuss environmental impacts and propose considerations to reduce
the impact on site by recycling and other methods. Adopt all working practices in relation to detailed
drawings, specifications, bill of quantities prepared to SMM standards. Use relevant codes of practices
British Standards and agreed design methods
3.5, Explain how different methods of work can achieve zero/low carbon outcomes.
different methods of work can achieve zero/low carbon outcomes can be achieved by promoting good
waste management in the work force by having posters displaying the correct procedures and having the
facilities available to meet the procedures promoting other ways by switching electrical sources off when
finished will reduce the and achieve a better out come on achieving zero/low carbon outcomes. Always use
local labour and materials, reuse materials and waste in other areas of site, turn of plant and machinery
when not in use
4.3, Describe the different techniques and methods of confirming and communicating work methods to
relevant people.
Via written communication email, morning meetings, with site employees, keeping good communication
with project managers in case of any changes, keeping in contact by written communication with suppliers
to make sure goods arrive within correct time frames.
Verbal communication in the method of site meetings telephone conversation with project managers the
client and suppliers. Toolbox talks and morning briefs with supervision and employees to give the required
information on daily work to be completed.

4.4, Explain the principles of equality and diversity and how to apply them when working and
communicating with others.
You can reduce the chances of discrimination happening by the way that you work. As a
supervisor it is my duty to work in ways that promote:
 Equality
 Diversity
 Inclusion.
These principles should be included into everything that I do. To achieve this, I
should:
 Respect diversity by providing person centered care
 Treat the individuals I support as unique rather than treating all individuals in the
same way
 Ensure I work in a non-judgmental way. Do not allow judgmental beliefs to
effect the care and support I provide
 Follow the agreed ways of working in your workplace to create an environment that is free from
discrimination.

Title Implementing and Maintaining Health, safety
and Welfare in the workplace
Level 3
Credit Value 11
Co-ordinate work operations
1.5 Explain the methods of identifying and allocating health, safety and welfare equipment and
resources, relating to: – protective clothing – protective equipment – first-aid facilities and arrangements
– welfare facilities – storage of security of material and equipment – accident and incident reporting –
fire-fighting equipment – statutory notices – safety signs – provision of health, safety and welfare
training.
All organisations employing five or more people must have a written Health and Safety Policy statement.
The policy should cover all aspects of the organisation and be relevant to all employees.
A Health and Safety Policy demonstrates how seriously an organisation takes its health and safety
responsibilities. A good policy will show how the organisation protects those who could be affected by its
activities.
The policy should be of an appropriate length and relevance to the activities and size of the organisation.
The Health and Safety at Work etc. Act 1974 The Act says that you must prepare your own statement and
bring it to the attention of all employees. The policy should be reviewed and revised as often as necessary.
Legally, the policy only requires you to address the health and safety matters relating to employees, but in
many organisations, it is a good idea to have a policy that considers the safety of others who might be
affected by your activities, i.e. volunteers, contractors and the public.
With or without a written policy, all employers have a duty of care to protect their employees and others
from harm arising from work activities. The minimum level of protection is personal protective equipment
(PPE), which must be used if a hazard can’t be removed. It must be supplied free of charge and the wearer
is responsible for its safe use and to look after it. Supervisor’s role is to monitor and ensure PPE is used and
to replace/have repaired defective PPE as necessary.
The Management of Health and Safety at Work Regulations 1999 These regulations place duties on
employers to assess and manage risks to their employees and others arising from work activities. How this is
carried out should be included in the policy.
Ideally the statement should be written by people within the organisation – they know the organisation
best and how it operates. You can seek assistance and advice externally, but essentially, it should be a policy
that is appropriate to the needs of the company.
Involving staff in putting the policy together will benefit from their day-to-day experience of the job, doing
so will give you a better chance of getting their commitment to carry out the aims of the policy.
It should be set out in such a way that it makes it clear to everyone what is expected of them to comply with
the requirements of the policy.
In a small organisation, it’s likely that a simple statement will be suitable. It’s also likely that the
organisation section of the policy will contain only one or two names, as most of the responsibilities will be
allocated to those people.
Aims of a policy
There are no hard and fast rules about the length of the policy. The important thing to remember is to link
the aims of the policy to the level of risk. Risk Assessment will determine how explicit you need to be in
your arrangements section.
Reach of a policy
In a larger organisation with multiple sites or activities, it is often the case that there is an overarching or
corporate policy that covers the general issues and more detailed policies relating to the individual sites or
activities.
This can be a useful approach particularly where an organisation has several sites where different activities
are carried out. It can allow you to tailor the organisation section of the policy to the individual managers of
each site.

Informing employees
There are various ways to bring the policy to the attention of employees. If it is short enough, you may
decide to give a copy to each employee.
If you are a larger organisation or your policy is lengthy, you could post copies on notice boards or in
appropriate places. Whatever you choose to do, you must make sure that you bring the policy to the
attention of all employees.
Monitoring and review
Monitoring that the policy is still effective is vital. There are many ways that this can be done, including
carrying out spot checks or safety inspections using prepared checklists.
More formally, effective monitoring can be achieved through audits and by reviewing management reports
and accident investigations.
Accidents and incidents of work related ill-health must be recorded in the official site accident book.
Accidents and incidents of ill health which result in an absence from work of more than three days must be
reported on form F2508 or F2508A (all obtainable from The Stationery Office). These documents are held in
the company office or by the senior company representative on site who may designate a responsible
person to receive accident reports and make the necessary entries. Staff must be made aware of the
requirement to report all accidents at induction. Where the company are sub-contractors all accidents must
be reported to the principal contractor and recorded in his official accident book. The senior representative
should make this report on site.
Where necessary in the interests of the health and safety of any person at work on a construction site there
shall be provided suitable and sufficient, fire-fighting equipment; and fire detection and alarm systems,
which shall be suitably located. Any fire-fighting equipment and any fire detection and alarm system
provided shall be examined and tested at suitable intervals and properly maintained.
Any fire-fighting equipment which is not designed to come into use automatically shall be easily accessible.
Every person at work on a construction site shall, so far as is reasonably practicable, be instructed in the
correct use of any fire-fighting equipment which it may be necessary for him to use.
Where a work activity may give rise to a risk of fire, a person shall not carry out such work unless he is
suitably instructed.
Fire-fighting equipment shall be indicated by suitable signs. Statutory Notice Signs are used to inform the
public and construction workers of the necessary safety precautions to take when on a construction site. It
is important to understand the messages given to you by construction site safety signs, they are displayed
to deliver a clear health and safety message. The signs are displayed everywhere, from the site hoarding
and entrance points, to various locations throughout the site where you are working.
Construction site safety signs are there for a reason. They deliver important bit of information to you,
warning you of hazards to watch out for or requirements that you must obey.
All safety signs have to conform to the Safety Signs Regulations. Being familiar with the different types of
signs means we will be able to spot:
 Prohibition Signs
 Mandatory Signs
 Warning Signs
 Safe Condition Signs
 Fire Fighting Equipment Signs
provision of health, safety and welfare training You will need to encourage a culture of health, safety and
welfare and carry out inductions. You will need to check systems regularly, report/record information,
identify possible improvements and make recommendations for improvement.
You will need to identify hazards, obtain and review information relating to them and assess risks. You will
need to apply the protection and prevention principles, identify any residual risks and pass on information
relating to them.

2.3, Explain how to identify different opportunities for improving workplace health, safety and welfare.
you must identify hazards in your workplace and take steps to eliminate or minimise them. Develop a safety
plan. Tell your employees what you will do to ensure their safety and what you expect from them.
Hazards can include: a cleaner working with heavy duty cleaning products, a driver working with large
machinery or a warehouse worker stacking heavy boxes.
Regularly check all equipment and tools to ensure that they are well maintained and safe to use. Also check
storage areas and review safe work procedures. Are boxes in the storage area stacked in a safe manner?
Are the employees instructed how to lift heavy goods without injuring themselves? Do the employees
know where the fire exit is and where they should gather if there is a fire?
Proper training is necessary for all employees, especially if there is a risk for potential injury associated with
a job. Provide written instructions and safe work procedures so they can check for themselves if they are
unsure of a task or have forgotten part of their training. Supervise your employees to ensure that they are
using their training to perform their job properly and safely. By not providing the correct training for your
employees you are not only endangering the safety of your employees but you will be held liable for the
incident which could have serious consequences.
Meet regularly with your staff and discuss health and safety issues. Encourage them to share their ideas and
thoughts on how to improve safety in the workplace. You might even consider providing first aid training for
staff so they are prepared to deal with emergency situations.
Even if an incident does not result in a serious injury, conduct an incident investigation to help determine
why an incident happened so you can take steps to ensure that it will not recur.
Keep records of all first aid treatment, inspections, incident investigations, and training activities. This
information can help you identify trends in unsafe conditions or work procedures.
2.4, Explain how to recommend opportunities for improving workplace health, safety and wel-
fare.
Consultation about health and safety, and developing policies and procedures which are backed up by
information and regular training will have a real effect on reducing and preventing injuries at work.
Employers are required to consult with health and safety representatives about work activities and
practices whenever practicable. Employees have valuable on-the-job experience and they will be carrying
out the plan. They can help successfully work health and safety into the day-to-day running of the business.
nominate a person with an appropriate level of seniority to be the employer’s representative when health
and safety issues arise or when health and safety representatives carry out their functions under the Act;
 monitor conditions at any workplace under their control and management; and
 provide health and safety information to their employees, in appropriate languages, including the
names of persons to whom an employee may make an inquiry or complaint in relation to health
and safety.
2.5, Explain methods and techniques of promoting and encouraging a positive culture of health safety and
welfare in the workplace.
By inviting all some employees to safety meetings with management and voicing their opinions and that
from the workforce as well. Having a management team that are proactive in actually committing to new
ideas from employee’s ideas. Promoting the workforces in reporting incidents and accident and near misses
will help a positive health and safety culture on site with a no blame culture adopted. Rewarding good
safety behaviour on site will promote and encourage a good safety attitude
2.6, Explain how to deliver work briefings in ways that seek and encourage feedback.
Receiving feedback from employees can help you improve your business. There are options you can
consider to encourage ideas from employees including:
 a feedback link in internal newsletters or on the intranet
 inviting employees to complete a postcard with ideas - for example - what they can do to improve
their performance, what their team can do to improve performance and what the wider business
can do to pursue its strategy

 posing a monthly question to invite views, stimulate discussions and share key themes from the
feedback
 giving managers a standing agenda for team briefings inviting questions and feedback from
employees
 providing training or guidance to help managers seek and handle feedback
 holding regular focus groups that seek feedback from a cross-section of employees
 creating specific days during which employees can come and talk to senior managers with any
views or issues
 conducting surveys with your employees, using a core set of questions each time so you can track
responses and identify trends
 establishing a suggestion scheme for employees
3.5, Explain the organisational methods and procedures for carrying out inductions that confirm: - health
and safety responsibilities- workplace operations- health, safety and welfare equipment and resources-
risk control procedures- first-aid arrangements.
Site induction is the process of ensuring workers on construction sites are fully informed about the
organisation and operation of the site and of their responsibilities. It focusses in particular on safety aspects
of the site.
It is important that this is not just a box-ticking exercise, but that it is given suitable time and priority, and is
prepared specifically for the project in question, rather than following a pre-prepared generic format. It
should highlight any particular risks and control measures that those working on, or visiting the project
need to know about. Information should be clear and tailored to the audience. A record of the information
and attendees should be kept, and ideally, some form of recorded assessment and declaration should be
carried out to ensure that attendees have understood what they have been told.
3.6, Explain the different ways of checking and monitoring correct authorisation and operational perfor-
mance of the following people whilst in the workplace: - workforce- suppliers- visitors- customers- mem-
bers of the public- trespassers
All employee’s details are logged kept on record, along with photocopies of relative documents, training
certificates and kept locked away for data protection reasons.
All visitors to the site must report to the site office to sign in and attend a site induction. Visitors will be
supplied with PPE before entering the work place and escorted at all times.
Customers and clients will be subject to the same process.
Suppliers report to the gate house and directed from there when delivering goods onto site.
Members of public are prohibited on site, if trespassers are found they are escorted by security immediately
off the site. Young children are at risk due to not knowing the hazards of the building site.
3.7, Explain the different techniques and methods of communicating and reporting any team
performance issues.
All teams experience difficulties from time to time and it is your responsibility as a manager to resolve any
problems as quickly as possible. Some team problems can be traced to an individual team member who is
not performing as expected or who is causing conflict within the team. Understanding what motivates
people, as well as why they become disenchanted with their work will enable you to address these types of
problem.
Morning meetings, toolbox talks, notice board, via email, signs will be put up to notify of any changes to
team performance, when there is a tool box talk meeting taking place supervisors should use this
opportunity to communicate praise or concerns. Supervisors will also communicate on a one to one basis as
well which could be formal or informal depending on the information being delivered. Some
communication methods could be delivered in team groups praising their good performance or not so good
performance.

4.3, Explain the methods and techniques used to regularly check health, safety and welfare systems
regularly in accordance with the following statutory requirements: - workplace specific health, safety and
welfare regulations- general health, safety and welfare legislation- recognised industry codes of practice-
prescribed notices- safety signs
A quality control plan audit for a construction project is the “check” part of the “Plan-Do-Check-Act” (PDCA)
process. The purpose of the audit is to see whether your quality plan is working as intended. The best
quality plan on paper isn’t a lot of good if it isn’t implemented correctly.
A QC plan audit doesn’t have to be an exhaustive process. Instead, you’ll basically be spot checking. If you
find poor quality results or areas of your plan that aren’t being followed, then you can dig a little deeper.
For example, a part of any quality plan is a schedule of inspections and tests. During your QA audit, you’ll
look to see whether those inspections are actually being done and whether they are being done correctly
(in accordance with the procedures specified in the quality plan), resulting in good reports and detection of
any nonconformance.
The goal of the audit isn’t just to generate an audit report (although if no problems are found that may be
the outcome). The goal, rather, is to generate an action plan to improve quality. What this will consist of
depends on the circumstances and the type of problems that you find
4.4, Explain how to identify any special workplace conditions and examples which do not comply with
regulations.
Special Workplace conditions include;
 Working at height, including on roofs

 Working in confined spaces, for example, ducts
 Hot work. That is welding, soldering or cutting using hot flame techniques outside of designated
workshop area.
 Isolation of or modification to fire safety systems, alarms, etc.
 Live working on electricity supply systems
 Work involving interaction with asbestos
 Work in areas where there is a risk of exposure to hazardous chemicals or microorganisms.
 Excavation and the digging of trenches
The above work must be authorised by the issue of a Permits to ensure correct procedures are
followed. Carrying out the above work without a permit, breaks site regulation.

4.5, Describe the different methods of recording special workplace conditions and examples which do not
comply with regulations.
Permits to work are a formal management system used to control high risk activities. These enable an
assessment of risks to be made and to specify control measures which will be put in place in order to
minimise the risk.
The intention of the permit to work is to:
 Ensure that the work which is intended to take place is properly authorised
 Clarify the nature and extent of the work
 Specify which precautions must be taken and which activities are prohibited. Consideration should
also be taken of the activities of other parties which may impact on or be affected by the proposed
work. These activities may need to be temporarily suspended or modified.
 Indicate the date, time and location that the specified activities may occur
 Ensure that all those persons who have control of or are affected by the activity are aware
 Provide a record of the work, that the specified precautions have been understood and enacted,
and that the workplace and or equipment is returned to a safe condition.
4.6, Explain the reasons for regularly checking health safety and welfare relevant to the operational
working environment.
Protect yourself and your staff from illness or injury in the workplace. Taking care of your staff makes them
more inclined to look after the company’s interests. They will feel safer, more confident and valued. It
makes good business sense to get equipped with the knowledge and skills to improve safety at work.
Health and safety legislation exists to protect the worker, and the business owner. Show you care and look
after those who work for you. There are plenty of business benefits:
• A reduction in the number of working days lost due to illness and injury
• Retain your staff
• Motivates the workers and boost productivity
• Protect the reputation of your company
• Shield yourself from potential legal action and reduce your insurance premiums

Title Co-coordinating and Organising Work Operations
in the Workplace
Level 3
Credit Value 12
Co-ordinate work operations
1.2, Explain different methods of informing the people affected of the work arrangements.
Morning meetings to discuss the changes, Tool box talks to all involved in the changes, via email, personal
calls to staff, formal letters. Any changes in work arrangements will be recorded and kept on record.
1.3, List the types of people, internal and external to the project, who could be affected by work relevant
to typical projects.
 Employee
 Solicitor
 Agent/Sales staff
 Building inspector
 Engineer
 Surveyor
 Architect
 Tradesman
 Supplier/Manufacturer
 Council
 Developer
 Client
1.4, Describe the consequences of providing inadequate information to those affected by the work
Common stumbling blocks when dealing with internal customers include:

 A lack of clarity about precisely what the customer wants
 A lack of documentation for what is wanted
 A lack of knowledge of the customer’s organization and operating characteristics
 Unrealistic deadlines, budgets, or specifications requested by the customer
 Hesitancy of the customer to sign off on the project or accept responsibility for decisions
 Changes in project scope
Any number of problems can arise with contractors or subcontractors:

 Quality of the work
 Cost overruns
 Schedule slippage
Many projects depend on goods provided by outside suppliers. This is true for construction projects where
lumber, nails, bricks, and mortar come from outside suppliers. If the supplied goods are delivered late or are
in short supply or of poor quality or if the price is greater than originally quoted, the project may suffer.
Depending on the project, managing contractor and supplier relationships can consume more than half of
the project manager’s time. It is not purely intuitive; it involves a sophisticated skill set that includes
managing conflicts, negotiating, and other interpersonal skills.

2.2, Explain different methods and techniques of agreeing programs and methods of work with those
who will be carrying out the work.
Hold a meeting with staff and sub-contractors. Under the Construction (Design and Management)
Regulations 2015 (CDM 2015) a construction phase plan is required for every construction project. This
does not need to be complicated.
If you are working for a domestic client, you will be in control of the project if you are the only contractor or
the principal contractor. There is no set form that a construction program must take. As a minimum the
program should specify the commencement date, the order in which the contractor plans to carry out the
contract works and the planned completion date. The contract may stipulate other information to be
included in the program. Records must be kept of agreements made to aid clarification.
3.2, Explain the methods of organising and coordinating work with other work activities/operations.
Meetings will take place with all sub-contractors, this is important these meetings are scheduled and
correct project team attend for all the information to be delivered to the right teams, this will ensure that
all relevant documents are complete ensuring the project will run within correct schedule and timescales
agreed.
Co-ordination briefings/ emails will also take place daily and weekly while the project is running to keep
management up to date on the status of the project and reports delivered.
4.2, Describe ways of identifying and obtaining required resources for the project.
Once you have listed all the tasks required to undertake the project, you need to identify the resources
required to complete each task. You now need to construct a Resource Plan, identifying all the resources
needed to complete the project, e.g.: labour, equipment and materials. (4M) You should also produce a
schedule indicating when each resource will be used and note any assumptions and constraints made
during the resource planning process.
Many of the resources required should already be listed in the Project Plan.
4.3, Explain methods of planning for resources, in relation to: - people- tools- plant and ancillary
equipment- materials and components- information.
Material Logistic Plans (MLPs).

MLPs are tools to manage all materials from project conception through to de-mobilisation and completion.
The MLP covers key aspects such as:

 the setting of objectives and key performance indicators for efficient material use;
 training;
 minimisation of materials through attention to:
 material specifications;
 delivery of materials;
 storage of materials;
 handling of materials;
 use of materials;
 disposal of materials; and
 identifying lessons to be learned and best practice.
Material logistics planning is a practice designed to assist construction projects in proceeding smoothly
whilst achieving program certainty and cost predictability on complex building projects. Material logistics
planning relates to the proactive management of the types and quantities of materials to be used, including
supply routes, handling, storage, security, use and reuse, recycling and disposal of excess materials.

5.2, Explain different ways of controlling the workplace and resources to create and maintain safe
conditions and a tidy workplace.
During the design stage material laydown and storage areas will have been identified. These should be
clearly demarcated at the start of the project and managed to prevent the areas becoming overfilled and
ensure that they are suitable for the materials e.g. a dry area for plasterboard. Good site security such as
perimeter fencing and security personnel will minimise materials lost due to theft or vandalism.
Based on the information supplied by all parties on the material types and quantities to be used, and the
project phase/date that they will be required, the receipt and storage process can be devised. Suitable plant
and equipment to unload and handle the materials at the identified storage or point of use area should be
available. Ideally, similar materials should be stored together to prevent wastage of part utilised items.
To prevent the double handling of materials it is best practice to ensure a suitable labour team is available
to unload and distribute materials to their point of use; this will also decrease the costs of specialist
personnel such as craftsmen being taken away from their core tasks to collect materials.
Each sub-contractor should conform to standards agreed with the main contractor. These standards should
be itemised and included where possible as KPIs as part of any formal agreement between the main
contractor and sub-contractors. In addition, sub-contractors will need to supply data on material quantities
and evidence of their purchase, use and disposal route. Examples of mandatory information are:
 quantities of each material type and when and where it will be delivered;
 material quantities factored in for contingency (design waste and construction process waste) or
similar;
 copies of purchase orders;
 material delivery times, access, delivery points and documentation;
 material load units – crates, pallets etc. and any specific handling equipment/plant requirements;
 details on material packaging and if it is returnable;
 material labelling procedures and use of any Tag type systems;
 material storage and security procedures; and
 material collection and returns procedures (including transfer/consignment notes if handled by
subcontractors).
5.3, Explain how a safe and tidy workplace creates a favorable image of the organisation, its products and
services, and the project.
Consider that a potential client for a future project could drive by and judge your firm as unprofessional,
forming an unsavory opinion of your firm from the mess. Think of your site as an audition for your next
contract and you might soon change your mind.
6.4, Explain different ways of identifying what are special considerations.

Construction Design and Management (CDM) sets out the guidance for special considerations;
 Site Security, prevention of access by unauthorised persons

 COSHH, control of substances hazardous to health
 Safety
 Lifting operations
 Noise exposure
 Lighting at work
 Asbestos removal
 Trees, in relation to design, demolition and construction
 Waste removal
 Flammable liquids and gasses stored under pressure (storage)
 Working at height
 Vehicles and other transport
 Power cables and electrical installations
 Structural instability
 Fire risk

6.5, Describe the methods of recording special considerations.
 A risk register can be a very helpful, simple tool for recording issues, actions and ownership, in a
manner that can be readily transmitted around the team.
 Risk assessment
 Safety Data sheets
6.6, Explain ways information on special considerations can be passed on to the people affected.
communicated by morning meetings to employees, Tool box talks delivered to workforce. Safety Data
sheets
7.3, Explain the methods and techniques used for passing on information about the work area layout to
people working in the workplace.
We text, we talk on the phone and in person, we send emails and some of us in this digital age inexplicably
still use the old fax machine. On the construction site we communicate through signs, drawings, hand
signals and meetings. We compile daily reports, take photos, create requests for information (RFIs) and
review change orders.
7.4, Explain different ways of organising/arranging the work area layout for operational purposes.
Site layout plans are prepared by contractors as part of their mobilisation activities before work on site
commences.
They are a crucial part of construction management, as sites can be very complex places involving the
co-ordination and movement of large quantities of materials as well as high-value products, plant and
people. Effectively and accurately laying out a site can help ensure that the works are undertaken efficiently
and safely. Careful sizing and positioning of temporary facilities can help reduce travel times, congestion,
waiting times and so on and help to make the site a more effective workplace with better worker morale.
Site layout planning involves four basic processes:
 Identifying the site facilities that will be required.
 Determining the sizes, and other constraints of those facilities.
 Establishing the inter-relationships between the facilities.
 Optimising the layout of the facilities on the site.
8.3, Explain the factors, methods and considerations needed to organise the efficient storage and use of
materials and components.
Site layout plans might include locations for and sizes of:
• Zones for particular activities.
• Cranes (including radii and capacities).
• Site offices.
• Welfare facilities.
• Off-loading, temporary storage and storage areas.
• Sub-contractor facilities.
• Car parking.
• Emergency routes and muster points.
• Access, entrances, security and access controls, temporary roads and separate pedestrian routes.
• Vehicle wheel washing facilities.
• Waste management and recycling areas.
• Site hoardings and existing boundaries.
• Protection for trees, existing buildings, neighbouring buildings and so on.
• Signage.
• Temporary services (including; electrical power, lighting, water distribution, drainage, information
and communications technology, site security systems and so on)
• Temporary works (such as propping solutions to retained structures, sheet piling details and so on).
• Areas for the construction of mock-ups for testing.

Title Monitoring Progress of Work Against Schedules in
the Workplace
Level 3
Credit Value 9
1.3, Give examples of inadequate and inappropriate resources, relating to: - people- tools and ancillary
equipment- materials and components- time- information.
 Un-realistic plan or method of construction

 Poor maintenance of tools
 Damaged materials
 inadequate treatment of risk
 poor sighting of plant and welfare units
 inadequate space provision
 security and safety issues
 Poor wayfinding due to complex layout or inadequate signage
 Unsatisfactory access
 Inappropriate storage which can result in damage to products and materials
1.4, Explain the different methods and techniques of informing relevant decision makers about
inadequate or inappropriate resources.
Describe the problem. Provide a general overview of the problem, and show the specific impact it has on
your work and the company’s goals. This can be done informally through discussion but should be made
formal (in writing) either by letter, e-mail or using company reporting procedures. i.e. non-conformance
report, (NCR). The NCR is a formal notification to the contractor that work does not meet the plans or the
specifications for the project. Any item of work found to be deficient - out of conformance with
the construction drawings and/or specifications - will be identified by the inspector on the nonconformance
report.
1.5, Explain the organisational procedure for suggesting and specifying alternative resources.
Hold a meeting to discuss alternative resources requirement with the project manager, call suppliers to find
similar products that meet the specification for the build, keep in mind the costs of replacement
materials/equipment.
2.3, Explain the methods that can be used to identify deviations from planned progress, in relation to: -
resource shortages- design problems and constraints- lack of essential construction information-
construction errors- inclement weather- physical (workplace) constraints.
Managing a project effectively means: thinking before acting, identifying and dealing with potential
problems before they occur, and constantly monitoring to determine whether your actions are achieving
their desired results. Document Changes, it is important to identify and properly document all changes from
the original project scope. If anticipated approaches have never been tried before, it is important to
describe what you propose to do, how you expect the project to unfold, and the results you hope to
achieve. The less certain you are that the plan will work the more closely you should monitor ongoing
performance to identify deviations from the plan as quickly as possible. If a planned approach doesn’t seem
to be working, clear choices should be made about how to modify existing plans and guide the work in new
directions. Keep the sponsor/client informed about changes. These changes to the plans, whether they
increase the cost or reduce the costs of the project are called Change Orders. Virtually every Construction
Contract has clauses which address the proper way to document Change Orders for both the benefit of the
Contractor as well as the project owner. Problems typically arise in the performance of Contracts when
either one or both of the parties fail to properly document change orders. As a General Contractor or Sub-
Contractor, it is crucial that you carefully and fastidiously follow the format as to what is required under the
Construction Agreement for change orders. Virtually every Construction Agreement requires that Change
Orders be in writing and that they be signed by all parties prior to the performance of any additional work.

2.4, Describe how any deviations from the planned progress could disrupt the program, in relation to: -
action lists- method statements- work costs.
A deviation can impact both the schedule performance period and the overall cost of the project.
Disruptions usually affect labor productivity and can cause significant cost overrun variances in labor
budgets. Deviations can have a ripple effect through the whole project meaning action lists and method
statements need to be altered with new risks now being present as a result of the change.
2.5, Explain how to quantify any deviations from planned progress in regards to the method of work and
any implication on resources.
Time can be lost altering methods of work which then highlight different risks which then require further
protective equipment.
Other implications;
 Expenses not reduced

 Efficiencies not gained
 Revenue not increased
 Market share not captured
 Waste not reduced
 Regulations not met
3.3, Describe the methods that can confirm the circumstances of any deviations.
Potential deviations are identified and avoided by implementing risk control measures and preventive
actions. Inspections are scheduled to observe specific work activities. The inspections are carried out by the
supervisor according to the schedule or as and when deemed necessary. Contractor personnel may be
requested to attend the inspection. Specifications and drawings are read to confirm deviations. The follow
up reports provide a practical frame-work for decision the making process to correct deviations. As a basic
requirement, employees are expected to be alert and aware of possible undesirable events and clearly
know what to do in terms of documenting and communicating them. (Non-conformance report)
3.4, Explain how to agree and implement corrective actions in circumstances of any deviations, in relation
to: - restoring progress in accordance with agreed program- agreeing new completion dates- securing
additional resources- altering planned work.
The key to verification is evidence. You are seeking objective, factual evidence that your problem causes
have been reduced or removed. This evidence usually takes the form of data or records (drawings and
specifications). Another powerful form of evidence is your own first-hand observations. That’s not to say
that you can't accept verbal evidence, but records, data, and first-hand observations are certainly better.
Corrective Action Request (CAR)

Cars ae intended for major related deficiencies that are normally identified during audits. All corrective
action requests shall be recorded.
NON-COMPLIANCE REPORT
Non-Compliance Reports are intended to be issued for major, technical, violations during construction
against contract, specifications, procedures, etc. that may require CONTRACTOR or Supplier to rework,
scrap or accept as is.
In the case of rework, the NCR means that the item cannot be returned to full compliance, but is still
serviceable and meets the requirement of the specification.
In the case of scrap, the NCR means that it is not possible to utilize the item and that it has to be replaced
in its entirety and returned to compliance.
In the case of accept as is, the NCR means that through a deviation request there is a probability that the
non-compliant condition can be technically accepted.
WORK IMPROVEMENT NOTICES

A Work Improvement Notice (WIN) is issued to CONTRACTOR when a major non-compliance is identified.
This may require a number of corrective actions to be identified to ensure satisfactory close out. Also a WIN
may be issued when there is intentional disregard by CONTRACTOR of a project standard.
All corrective actions identified shall be recorded This will ensure that non compliances identified are
recorded, resolved and closed out in a consistent manner. I
4.3, Explain how to identify the options which are most likely to minimise increases in cost and time and
help contract progress.
The most important variables causing construction delays and cost overruns are poor contract
management, financing and payment of completed works, changes in site conditions, shortage of materials,
imported materials and plant items, design changes, subcontractors and nominated suppliers. Long waiting
time for approval of drawings, poor site management and supervision. The most popular time planning and
control technique is Gantt Bar Chart, which used by 35% of contractors and 33% consultants which give a
visual picture of how the project is running. From this you can identify delays and extract data to resolve
issues.
Preventive measures: These are precautionary measures that are put in place as a defense to the inhibiting
factors. Most of these measures are active measures that would be put in place during the planning stage of
a project. For example, a preventive measure against the problem of design changes during cost and time of
projects is to ensure that the project is designed to a great detail at the outset while a preventive measure
for risk and uncertainty is to properly identify the project risks before the project starts and devise a
strategy for managing them should they come to fruition.
Predictive measures: these may seem similar to preventive measures but they are not the same. Predictive
measures are put in place in order to spot potential problems to the control process in the future so that
they can be stopped from happening or be prepared for them should they happen. Most of these measures
actually utilise some tools or techniques to look into the current situation in a bid to spot potential future
problems. For example, using a 4D modeling (3D plus time dimension) to test how the plan (programme)
will work out is a predictive measure that could be used for the mitigation of complexity of works.
4.4, Describe the different methods and techniques used to communicate information about costs and
time to relevant decision makers.
Formal Communication
Formal communication - written or oral - follows the chain of command of the formal organisation; the
communication flows from the manager to his immediate subordinates. Each recipient then re-transmits
the message in the selected form to the next lower level of management or to staff members, as
appropriate. The message progresses down the chain of command, fanning out along the way, until all who
have a need to know are informed. Formal communication also flows upward through the organisation on
the same basis.
Formal communication normally encompasses the transmittal of goals, policies, instructions, memoranda,
and reports; scheduled meetings; toolbox talks; and supervisory-subordinate interviews
Status reports: These can contain different types of information depending on the audience. Moreover,
whether you produce paper or electronic status reports depends on the audience as well. Sending status
reports to people makes it easy for them to read the information, and they can choose to scan the reports
for pertinent topics or ignore them if time is at a premium Note: When you distribute documents
electronically, you have to consider the software formats that your audiences can read. For example, if some
team members have older versions of Word, you might choose to distribute reports in Adobe Acrobat or
Microsoft XPS Document Writer format. Don’t forget that most people in your audiences won’t have
Microsoft Project, so you should save Gantt Charts and other Project views as pictures, PowerPoint files, or
web pages.

Meetings: These can vary from one-time kickoff meetings to daily meetings of small groups of team
members, weekly or monthly executive updates, or occasional all-hands meetings. Although you can’t
guarantee that people will pay attention in a meeting, getting people in the same room is ideal for
discussions, brainstorming, and decision making.
You have options for how you deliver information in face-to-face meetings. For example, an executive
update meeting might start with a presentation of project status followed by an energetic discussion. Other
meetings, such as lessons learned sessions, can be completely dedicated to group discussion.
Conference calls and videoconferencing: These are options for meetings when people are distributed
geographically; however, they are not ideal if you are working through issues or dealing with a team that is
“storming.” In situations in which tension is high, a videoconference or Microsoft Office LiveMeeting
provides more effective interaction.
Sending documents to people: This is preferable if you want the recipients to take action. For example, if
you want stakeholders to review and approve your project plan, you should send the plan to them for
review. However, the best way to obtain approval and signatures is to hold a meeting.
Storing documents: This is a reasonable solution for information that only some people need only some of
the time. For example, you can store any document-based deliverables, such as the current project plan,
requirements, specifications, change requests, and other project information in a shared folder, on a web
page, or in a shared workspace. People who need the information can retrieve it when they need it.
5.3, Describe how to best inform relevant decision makers on actions needed to be taken to maintain or
improve project progress.
If you want someone to do something, sending an email or leaving a voice message is not the same as
getting something done. If you have an issue that’s delaying your project, you can’t afford to wait until the
person you contacted decides to act. The most effective way to obtain a response to a request is to tell
people up front what you want them to do and when. For example, an email that scrolls for pages before
you get to the point will be deleted long before the recipient knows what you’re asking for. Put requests in
the first paragraph of an email, memo, or other written communication. State requests in the first sentence
of voice messages. You can follow up with the why’s and how’s after that.
After you’ve sent requests for action, you must follow up if you don’t receive a response when you expect.
If a return email doesn’t arrive, follow up with another email or a telephone call. (Emails get caught in spam
filters all the time, so don’t begin your follow-up with an accusation.) If a voice message goes unanswered,
find the person or someone else who can help.
Some people don’t respond no matter what you do. One way to coax responses from people who do that is
to tell them what you plan to do if you don’t hear from them by a specific time or day. If your contingency
plan is something you know they don’t want, you’re almost guaranteed to receive a response when you
need it.
5.4, Explain why and when decision makers should be informed about progress, any changes to the
operational program me and resource needs.
Report progress – are you on schedule? Time, cost or quality? Ensure that if something is off schedule the
person responsible for delivering it suggests ways to bring it back on time, within budget or to hit the right
quality standard. Decision makers need to monitor progress or the lack of it to control the project and
deliver a successful outcome. Regular reporting means the project manager can pick up on issues and
trigger appropriate action to bring the project back within tolerances of time, cost, scope and quality.

Title Confirming Work Meets Quality Standards in the

Workplace
Level 3
Credit Value 9
1.3, Explain the various types and source of quality standards applicable to the occupational work
environment.
Quality control is the part of quality management that ensures products and service comply with
requirements. It is a work method that facilitates the measurement of the quality characteristics of a unit,
compares them with the established standards, and analyses the differences between the results obtained
and the desired results in order to make decisions which will correct any differences.
Technical specifications define the type of controls that must be carried out to ensure the construction
works are carried out correctly. They include not only products materials, but also the execution and
completion of the works.
One way of controlling quality is based on the inspection or verification of finished products. The aim is to
filter the products before they reach the client, so that products that do not comply with requirements are
discarded or repaired. This reception control is usually carried out by people who were not involved in the
production activities, which means that costs can be high, and preventative activities and improvement
plans may not be effective. It is a final control, located between producer and client, and although it has the
advantage of being impartial, it has a large number of drawbacks, such as slow information flows, and that
the inspectors are not familiar with the circumstances of production and are not responsible for the
production quality.
When tests are destructive, the decision to accept or reject a full batch must be made on the basis of the
quality of a random sample. This type of statistical control provides less information and contains sampling
risks. However, it is more economical, requires fewer inspectors, and speeds up decision-making, while the
rejection of the whole batch encourages suppliers to improve their quality. This type of control can also
identify the causes of variations and, so establish procedures for their systematic elimination
1.4, Describe the various methods for passing quality standards onto those responsible for their
implementation.
I ensure the workforce fully understand the standards required through 1-2-1 communication and daily
briefings. I make sure that the team have understood by asking questions relating to the tasks and reading
facial expressions. If there are members of the workforce that are still not conversant with the requirement,
then a 1-2-1 conversation is had to ensure full understanding.
In some cases, where their language isn’t English or if they have a disability, I try to relay the information
through expression, body language and use of simple drawing diagrams, however if I feel that this isn’t
working and as a last result they would have to be removed from site as they could be a potential liability to
the company.
Where I’m unable to hold a team talk regarding the quality requirements, I relay the information required
by telephone or email / text to a nominated person in charge of the work team for them to pass on to those
concerned.

2.3, Explain the methods available to check that the work and resources conforms to the design
requirements and specified quality standards.
Conduct on site observation and check the quality of the work, materials and equipment for consistency
with the contract documents. I will also make sure that the drawings are the latest version, though
discussion with the Architect and I will make sure that the work force understands the required
specifications. I relay information face to face, over the phone or via email and provide detailed drawings to
help worker refer to what is required
3.3, Explain the techniques and methods used to identify work that has failed to meet quality standards
Examination of the building regulations, specification, drawings, contract documents. Verify standards by
testing, inspection, mock-ups and samples, and documentation such as manufacturers certificates. If
specific tests are to be required these will need to be set out in the contract documents. The standard of
workmanship can be improved by providing adequate training, appropriate instructions and clear checklists
as well as ensuring there is on-site supervision and monitoring and an ongoing process of feedback to
ensure continuous improvement
3.4, Describe the various methods for implementing corrective actions to work which does not meet
quality standards.
Follow-up and check daily on corrective work being undertaken. Supervise/perform sampling and testing of
materials when necessary. Promptly report test results to those concerned.
Disallow the installation of any materials and equipment for which shop drawings and equipment for which
drawings have not been approved by the architect.
Forbid the use of materials, tools, and equipment, workmanship which do not conform with the plans and
specifications, require the repair or removal of defective or faulty construction. Ensure your findings are
recorded and reported.
4.2, Describe the methods used to inform decision makers about significant variations in quality
standards.
Generally, the findings are reported to the contract administrator. Keep a site diary, attend construction
progress meetings to produce regular written reports.
Reporting on;
 Witnessing tests.
 Monitoring progress against the program.
 Assessing whether the works comply with legal requirements such as health and safety legislation.
 Assessing whether the works are being carried out in accordance with the contract documents
(which may include taking measurements and samples).
 Monitoring site conditions to ensure that work is undertaken in accordance with manufacturers
recommendations.
 Providing regular reports (often weekly).
Keeping records of;
1.Progress.
2. Delays
3. Weather conditions.
4. Drawings and instructions received.
5. Deliveries.
6. Health or safety issues.
7. Other significant events

4.3, Explain when action should be taken on typical variations in quality standards relative to the
occupational work environment.
Often during construction projects there is sometimes a variation in quality standards, site management
meetings or direct discussions with Project Managers allows a verbal Contact on any alterations an example
being: a drawing which indicates a point on the drawing which two trades would like the same location for
their equipment to be mounted, I would then have a discussion with a decision maker in this case an
Architect, to solve the problem.

Title Co-coordinating and Confirming Dimensional

Control Requirements of the Work in the
Workplace
Level 3
Credit Value 8
1.3 Explain different methods of coordinating with work colleagues in order to enable them to position,
align and level the work.
The process of laying out (or setting out) a building or structure is an important part of surveying, as it
enables the works to proceed on site exactly according to the prepared designs.
Accurate setting out is fundamental part of the construction works, and errors can be very expensive and
time consuming to correct. It should only be undertaken by competent persons, and all work should be
thoroughly checked, preferably by different personnel.
Setting out is usually undertaken once the site has been subject to a condition survey and desk study, and
has been cleared of any debris or obstructions. Works necessary to create required levels may also have
been completed before the layout process begins.
The position and orientation of the structure is generally described in architect's or engineer’s drawings and
defining precisely how the layout should be arranged.
Controlling dimensions and references on the plans will determine the positioning of the building, and in
particular its foundations. These include; overall length and width, distances to road center-lines and to
other structures, internal structural measurements, approaches and rights-of-way and so on.
The controlling points of the structure can then be marked so that the construction team is able to easily
identify them. This usually consists of marking the building’s corners, horizontal and vertical positions, using
stakes, batter boards with string lines, drill holes, cut-and-fill notations, and other methods.
Temporary Bench Mark (TBM)
The TBM is a fixed point on a site to which all levels are related and should be established at an early stage.
Where possible the TBM should relate to an ordnance bench mark. On the site, it could relate to any
permanent fixture, such as a manhole cover or firmly-driven post.
Baseline
Typically, the first layout task is establishing a baseline to which all the setting out can be related. The
baseline is a straight reference line in respect to which the building’s corners are located on the ground. It
often coincides with the ‘building line’, which is the boundary of the area, or the outer boundary of a road
or curb, often demarcated by the local authority.
Horizontal controls
These are the points that have known coordinates with respect to a specific point. Other points such as
layout corners can then be located. Plenty of control points should be used so that each point of the plan
can be precisely located on the ground.
Vertical controls
These enable design points to be positioned at their correct levels. The vertical control points are
established relative to specified vertical datum – often a timber post set in concrete.

Horizontal and vertical controls are generally established during the levelling phase using a theodolite or
similar instrument.
Shop Drawings the Construction Client should be required to issue shop drawings for items not fully
detailed and requiring specialist input. Once received, these drawings should be reviewed for completeness
and accuracy. The key review criteria are detailed in the checklist below.
Shop Drawing Review Checklist
General Items Shop drawings should be sufficiently referenced by include the following:
• site location of item or equipment within the project
• version control, with drawing and revision number and date
• item or equipment ID, detailing equipment, system summary and schematic, point-to-point wiring details,
bill of materials, configuration details, construction details, as applicable
• certification certificate
• contractor’s log, ID, with supplier and manufacturer details.
Compliance with Scope Verify compliance with scope by ensuring the following:
• All specified and scheduled items are included and exactly match requirements.
• Set-outs and dimensions are correct.
• Items are not substituted.
• Deviations are clearly identified and are assessed for compliance and acceptance.
Proposed Installation Review proposed installation, ensuring the following:
• Actual field conditions are represented
. • Proposed structure or equipment fits space as shown on construction and coordination drawings.
• Supports, erection, weights, and installation requirements are specified and does not void warranties or
violate code requirements.
1.4 Explain the different methods of communicating dimensional information with work colleagues
To be an effective contractor, you have to learn the language of construction: drawings. We communicate
in job trailers by pointing to the significant sections of drawings. We make sketches, often quite rough, to
show what we’re trying to say.
In short, if you want to advance in construction, learn to read drawings well and to make rough sketches.
It’s a simple language to learn (I’m the least visual person I know and I learned it), but it does take some
studying.
The most basic concept about reading blueprints, and the one to keep in mind no matter how good you get
at reading blueprints, is "Plan, Elevation and Section". Your first thought when looking a drawing should be,
"Is this a Plan, an Elevation or a Section?" First, some quick definitions:
1. Plan: a view looking downward on the object, usually the horizontal plane cut at 30" above the
floor.
2. Elevation: a view looking sideways at the object, usually from the north, the west, the south or the
east.
3. Section: a cut-through view of the object, usually an imaginary view that shows how something will
be built.

When I'm standing in a job trailer, and we are trying to resolve some problem and someone starts drawing a
sketch, my first question almost always is, "Are you drawing a plan view, a side view or a section view?" I
know many people don't ask that question and often just looks at lines on the paper, having no idea what
the sketcher is trying to convey. Learn to ask that question first, whether you are looking at a new set of
blueprints or a sketch done by a friend.
The rest of the information below will help you understand some other specific aspects of understanding
blueprints. The most important thing to remember, though, is just to do one thing at a time. Don't try to
understand everything at once, no one can do that, so you won't be able to either. Take some time, relax,
look at each symbol and word and try to understand what it's there for. Most everything on a blueprint is
there for a purpose, so just slowly go through the symbols and words, getting their purpose into your head.
I often go through a new set of blueprints on a project with a yellow highlighter, reading and highlighting
every word, number or symbol. When I've highlighted an entire sheet, I've got a fairly clear idea of what the
designer and draftsman were trying to convey.
2.3 Explain the different methods of measuring the following dimensional controls and setting out points,
lines and profiles:
• lines
• levels
• angles
• distances
• curves
• calibrations
• tolerances.
A commonly used setting out procedure for rural road works is based on the use of a series of profile boards
and a string line level, thereby providing control of levels during construction. As a result, the method has
become known as the Profile Board Method.
The basic principle when using profile boards is to place a series of level boards that show the exact level 1
meter above the completed construction levels. With practice, this method provides a simple but sound
method, providing adequate precision and finally delivers the required quality standards for the completed
road construction works.
The method is best described by imagining the excavation of a ditch from point A to point B at the level of
the dotted line as shown in the figure below.
To ensure a correct and uniform level of the ditch, profile boards are placed at positions A and B, with
the level boards 1 meter above the level of the excavated ditch.

Equipment
The Traveler
A third profile board with a fixed height is useful for controlling excavated levels between the
adjustable profile boards. It is known as the travelling profile or traveler. During excavation
along the line, from points A to B, the traveler can be used to control that the correct levels
have been achieved. By placing the traveler in the sight line between A and B, it is easy to
determine whether the excavation has been carried out to correct levels. If the top of the traveler is below
the sight line between the two fixed profile boards, the ditch has been excavated to a too low level. If the
traveler sticks up above the sight line the ditch needs to be dug deeper.
To provide good guidance, it is therefore useful to dig slots at regular intervals of 4 to 5 meters along the
sight line.
When sufficient slots have been dug, the workers can start excavating the ditch by joining up the
excavated slots. The traveler is then used once again to control that the finished work is to the correct level
and that there are no high or low spots.
The Line Level

The level of each of the profile boards can be controlled by using a
line level. The line level is a short spirit level, (about 100 mm long)
with a hook at each end to hang it from a nylon string.
This instrument needs two persons to operate - one at the end of

the line and the second to watch the spirit level. The line operator moves the string up or down until the
bubble is centered in the middle between the spirit level marks. The string line will then indicate a
horizontal line.
The line level can be used to:
•transfer the exact level of one profile board to another, thereby ensuring that both profiles are at the
same level,
•measure up or down from the horizontal level shown, and set another profile board so that there is a
certain difference of level between the two profiles, and
•measure the slope between two fixed profile boards, and determine which one is higher.
Points to Remember when Using a Line Level
•The string should preferably be of thin nylon fishing line, allowing for the line level to easily slide along
the string,
•the line must be placed half-way between the two ranging rods - use a measuring tape to establish the
exact middle point,
•keep the string tight - do not let it sag,
•the line level is a delicate instrument, look after it - do not throw it around and treat it roughly, and
•check the accuracy of the line level regularly.
Checking the Line Level
Take two ranging rods across the road and transfer a level from one rod to the other. Mark the level on the
second rod. Keeping the string in the same position on the first rod, take the line level and turn it around on
the string. Adjust the string on the second rod until the bubble is in the middle again and mark the new
level. Check to see if the two marks are at the same place. If not, measure the difference between the two
marks. If the difference between the two marks is less than 10 cm, you can get the right level by taking the
point half way between the two marks. If the difference is greater than 10 cm you should replace the line
level for an accurate one. It is always a good idea to turn the line level around every time you use it and take
the middle of the two marks as the horizontal level.
The line level has a range of up to about 50 meters. It is easy to carry around and with care can be used
for setting out levels and slopes not less than 1 in 300.
The Profile Board
The other requirement of the profile method is the use of adjustable profiles that can be moved and
locked in the desired position. A long lasting profile board is made from thin steel plate which is welded to a
short length of metal tubing that can slide up and down and be clamped to a metal ranging rod. A useful
size for the metal profile boards has been found to be 40 cm by 10 cm, painted red to make them easy to be
seen. Ranging rods are made of hollow metal tubes, often 12.5 mm diameter galvanized water pipe, with a
pointed end of sharpened reinforcement steel. They are painted red and white to make them easy to see
during setting out.

2.4 Describe different methods of confirming and maintaining dimensional control, setting out points,
lines and profiles
Checking angles and diagonals

The last stage of setting out is to check the diagonal
measurements. This gives you proof that the corners
measure 90° and that the setting out is ‘square’.
First, measure the distance from one corner to the opposite corner. For example, the distance from A to D.
Measure the other diagonal. For example, the distance from B to C. Compare your two measurements.
If the two diagonals measure exactly the same, this is proof that the corners measure 90º. What if the
diagonals are not the same length?
If the diagonals are not the same length, then something has gone wrong during setting out.
3.2 Explain the methods used to check mechanical, optical and electronic measuring and recording
equipment applicable to the occupational area
1. The Right Measurements, Measurements should only be made to satisfy agreed and well specified
requirements
2. The Right Tools, Measurements should be made using equipment and methods that have been
demonstrated to be fit for purpose
3. The Right People, Measurement staff should be competent, properly qualified and well informed
4. Regular Review, there should be both internal and independent assessment of the technical
performance of all measurement facilities and procedures
5. Demonstrable Consistency, Measurements made in one location should be consistent with those made
elsewhere and across time
6. The Right Procedures, Well-defined procedures consistent with national or international standards
should be in place for all measurements

3.3 Describe how to apply manufacturers’ tolerances to adjust equipment to maintain the specified
accuracy
Test and measurement equipment (T&ME) must be periodically calibrated to ensure it’s operating within its
specified parameters. Of course, the uncertainty of the system used to calibrate the equipment shouldn’t
add appreciable error to this process. Test and measurement equipment (T&ME) must be periodically
calibrated to ensure it’s operating within its specified parameters. And, of course, the uncertainty of the
system used to calibrate the equipment shouldn’t add appreciable error to this process The calibration
process usually involves comparison of the T&ME to a standard that has similar functions with better
accuracies. The comparison between the accuracy of the unit under test (UUT) and the accuracy of the
standard is known as test accuracy ratio (TAR). However, this ratio doesn’t consider other potential sources
of error in the calibration process. When an instrument is calibrated, it’s either found within or outside of its
design tolerance. If the instrument is found at the very top of its tolerance band, then there’s nearly a 50
percent chance that the instrument is outside of its design specification.
4.3 Describe the methods used to identify deviations in positioning, aligning and levelling, arising from:
- transfer of lines and levels
- use of wrong lines and levels
Levelling and Setting Out are important skills expected of a construction supervisor in any building or civil
engineering project. While a qualified land surveyor is normally engaged to mark out the reference lines, a
construction supervisor often needs to transfer levels from a given benchmark and establish level pegs and
profile board. He needs the skills and knowledge to interpret surveying and topographical plans and has to
be familiar with various types of leveling and setting out equipment such as laser level and theodolites.
Basic principles
a) Checks
Work from the whole to the part and constantly check the correctness of your own work and that of others
which is based on your information.
Pegs can be moved, sight rails altered or used with the wrong size of traveler, etc., with dire results if this is
not done.
The importance of working from the whole to the part cannot be over emphasized in this respect. Always
base setting out on original survey marks if they exist, often co-ordinate values are shown for these, so that
their relative positions can be checked despite any printing or other errors.
Failing this, work from points of permanent detail which will have been accurately fixed in the original
survey and cannot have moved. Check their relative position on the ground against the plan.
Use detailed dimensions, or calculated ones, wherever possible and avoid scaling from the plan unless all
else fails, but be sure to check overall dimensions against the site.
Always establish permanent control marks outside the area of operations at the very earliest stage, or much
detailed work may have to be repeated and overall control of the project may be lost as works proceed.
Make skeleton drawings of the outlines and center lines of each situation together with the station and
baselines.
Before starting setting out pay particular attention to the following:
(i) Check that the drawings are the latest issue.
(ii) Sum all intermediate dimensions and reconcile with overall dimensions.
(iii) Verify the tolerances to be used in setting out.

(iv) Dimensions marked on the drawing should always be given preference to scaling. Scaling is bad
practice and should be avoided.
The most important check is “proving” the site drawings, in principle this involves checking that the
structures will fit into the site in the positions
shown on the drawings. Make checks to existing and proposed roads, other buildings and existing
permanent features.
b) Instruments
You should be skilled in their use. Treat them with care, and check them frequently. Verify current status
of calibration, if this is appropriate. Refer to your Company Standing Instructions or Project Instructions for
any particular requirements.
c) Stores
Setting out requires proper equipment as does any other site operation. Organise the stores necessary and
have them ready for use. This check list may prove useful:
Theodolite and tripod Sledge hammer
Level and tripod Claw hammer
Staff 0 mm wire nails
Steel tape 30 m, 3 m Masonry nails
Linen (Fibron) tape 30 m timber pegs
Spirit level (1 m long) Profile timber
Ranging rods paint & brushes
Wax marking crayons White spirit
Optical square Cross cut saw
Builders lines plumb bob
Tension handles/Roller grips Tape repair outfit
Steel bar Oil for cleaning tapes
d)Liaison with other site staff
Find out what the planned sequence for construction is to be and what the requirements are, so that a plan
to provide the appropriate information can be made.
Make sure that the significance and importance of all marks and pegs are understood by the people who
are going to use them.
The basic principles can be summarized as follows:
- Know the layout
- Become thoroughly familiar with the site
§ Work from the whole to the part.

§ Work to the accuracy required
§ Establish permanent marks
§ Keep clear records
§ Look and plan ahead
§ Always check your work.
1.5 Records
Keep field books and setting out record book with clear notes, dates and diagrams so that what you have
done can be clearly understood by others.
Untidy and anonymous figures in field or level books, calculations without clear notes and explanations are
the mark of a poor engineer.
a) Level and field books
It is essential to cultivate method, neatness and good habits in this aspect of site engineering from the
outset. The ideal to be aimed at is that any fellow engineer should be able to consult your field books at
any time and see
i) Who did some operation or measurement
ii) Where it was done
ii) When it was done
iv) What was done
v) How it was done
vi) What checks have been carried out. and from this information to be able to carry the work on to a
further stage without the necessity for re-measurement or check on its accuracy.
To assist in the proper keeping of these books always leave two or three pages at the front for the
compilation of an index of its contents.
Inside the cover put:
Your name and status
The date taken into use.
The serial number (e.g. your Field Book No.1)
The name of the contract.
Number the pages as you go and keep the index up to date. Make liberal use of diagrams, both to keep
your own mind clear on what you are doing and to assist in its understanding by other people.
Do not be afraid of appearing over methodical or pedantic. An unmethodical engineer is a menace.
Remember that two minutes after anonymous figures have been recorded no one will know what they
mean. Two weeks later you will not know either.
(b) Setting out record book
There is no formal layout for this, the important thing is that it should exist and be a concise and logical
record of the setting out which can be
readily understood and used by anyone connected with the task.

A large A4 size stiff covered notebook or books is useful for medium sized contracts not involving a large
amount of scheduling and calculation work. For large contracts which may involve these a loose-leaf file is
better since copies of calculations and schedules done by photocopying can be included.
In recording details, commonsense must be the guide but always set down the information so that it can be
understood by your colleagues or a relief. If a logical sequence is kept in mind this will go far to producing
such a result, e.g.
Data used, marks established, how done (sketches dimensions), Calculations – Basis(formulate), Figures,
Schedules, etc.
Throughout reference may be made to numbered field and level books where there is extensive data to
record. When full, these books should be kept together with the setting out record part of the contract
documents. They may provide very valuable information in the case of disputes, etc. Extra payments.
4.4 Explain the different methods of correcting deviations in position, level and alignment to meet work
requirements.
Where an owner raises an issue with the contractor, the process for determining if it is a ‘defect’ should
refer to (in order):
1. the contract, drawings, specifications and schedule of quantities if relevant
2. the building consent and supporting documentation supplied to the Council
3. manufacturers’ specifications and installation instructions
4. the building contractors’ defect tolerance schedule where its use was agreed to in the contract
5.2 Explain how to identify circumstances and conditions associated with the following that may affect
the work and require revisions to the work procedure/practice:
• land
• water
• obstacles
• climate variation
• live conditions
• utilities
• health and safety
A thorough investigation and assessment of ground conditions and stability is an essential stage of any
project in order to determine issues such as:
 Whether a site is suitable.
 Where the best place to locate any buildings or infrastructure might be.
 Types and sizes of any foundations.
An assessment of ground conditions in relation to construction projects typically includes geology,

hydrology, hydrogeology and soil conditions of a site and surrounding, along with contaminated land. A site

investigation report will highlight any findings that may affect the construction of the works and identify any
health and safety concerns.
The following conditions might be considered:
 General landforms.
 Flood risk.
 Historical or present risk of landslides or subsidence.
 Soil types.
 Drainage and run-off.
 The water table and any natural springs or waterlogged soils.
 The proximity of the site to any proposed buildings or excavations.
 The presence of any expansive clays.
 The historic use of the site such as buried structures, contamination, earthworks and uncompact
fill.
Typically, for a large construction project where an Environmental Impact Assessment (EIA) is required, an
assessment of the impacts on ground conditions is necessary. This would usually include a desk based
assessment and a field survey.
The exact content of the desk based assessment would vary depending on the project in question, however
it could include an assessment of the following sources of information relevant to the site and surrounding
area:
 Enviro-check report.
 Geological maps.
 Historical BGS boreholes.
 Multi-Agency Geographic Information for the Countryside (MAGIC).
 Contaminated Land Risk Assessment Guidance.
 Agricultural Land Classification.
 Sustainable Use of Soils Guidance.
Environmental constraints
The public concern and regulations require the environment to be protected such as air protection, tree
preservation, traffic limit, noise control and so on. In the planning and design stage of the project, the
responsible people need to go to the “Environmental Department” to apply for the approval/justification
for the project. This takes time and will affect the project progress. If the approval is not obtained on time,
the whole project will be delayed, or could not be carried out. There are also other technical constraints
arising from air protection, tree preservation, traffic limit, limit due to excavation permit for works, etc.
Technical constraints
There are quite a few technical constraints arising from restrictive site area and congested surroundings. Bu
Restrictive site area where storage space, transportation and temporary works require input of careful
planning by design engineers, while the design and construction of the building works itself can be fairly
certain at the outset. On the other hand, coordination of services works also poses technical constraints in

construction. While having electrical wiring, ventilation ductwork, fire services and plumber works with
further complication of broadband alignment, telephoning system and security system give rise to technical
constraints that demand coordination and collaboration of multiparty in terms of design and construction.
Technical constraints are more readily recognized at the outset and at the stage of design, but this does not
mean that all constraints can be overcome.
Climate change impact on buildings and constructions
Buildings and roads etc. must be designed for future climate conditions.
Wetted winters and sudden, heavy downpours make it even more important to direct rainwater and
meltwater away from houses, paved areas, roads etc.
A milder climate will reduce the durability of building materials and affect the indoor climate of buildings.
Warmer summers will introduce a greater need for cooling.
Higher groundwater levels, higher water levels in streams and watercourses, and greater risk of storm
surges along the coastline, make it pertinent to safeguard buildings against seepage and flooding.
Buildings
Buildings can be vulnerable to climate change. In the future there may be an increase in the risk of collapse,
declining health and significant loss of value as a result of more storms, snow or subsidence damage, water
encroachment, deteriorating indoor climate and reduced building lifetime. In the short term stronger
storms are the greatest challenge.
Storms will constitute a safety risk in those parts of existing buildings that do not meet the building code's
safety requirements. In the longer term, more and longer-lasting heat waves could have health-related
consequences, especially for the elderly and weak, in nursing homes, for example.

Title Contributing to the Circulation of Construction

Related Project Information in the Workplace
Level 3
Credit Value 7
1.3 Describe different methods of communicating information.
It is beneficial to both head office and the site supervisor that there is a two-way communication to show
how work is progressing; what problems have developed; what information is required to ensure continuity
of flow of work; what materials and equipment are required to maintain progress, etc. Most of the
communication flows from site because of the need to meet deadlines, while the remainder is to keep
management informed of every reasonable detail so that they are well placed to deal with an emergency as
the site supervisor. For the purposes of communication, it is customary for someone to design suitable
standard forms to be used in as many situations as is necessary and which everyone finds easy to
understand. Standard forms, used within the organisation, help to reduce thinking time and simplify
clerical/administrative work. The simplest way to present information is to use a well-designed form which
enables individuals to be able to write down details without the need to think of the best way to present
them. Well-designed standard forms are used for the following to;
1. Inform
2. Notify
3. Request
4. Instruct
5. Advise
6. Collaborate
7. Report
Standard forms enable all the various personnel within a firm to work more efficiently, and in each there is
information which someone needs and from which he/she can improve or regulate conditions, etc.
Whenever forms are completed on-site there should always be a duplicate site copy retained for reference
by the site supervisor or his/her staff.
The following are a few of the forms used at site level;
 Site diary and daily report
 Material requisitions
 Advice of variation
 Variation orders for subcontractors
 Day work sheets

1.4 Explain how to identify the organisational and communication needs for a project, in relation to:
- contract administration
- health, safety and welfare
- team interfaces
- integration of data.
contract administration; People outside the organisation communicate with the office in three main ways:
1. They visit the office.
2. They telephone the office.
3. They write a letter (or send an email) to the office.
Telephone messages
Whenever a person calls for someone who is not in the office, the Administrator (or Secretary, if the office
has one) should write down the name of the person who called, his or her telephone number, the time and
date of the call, and any message. The person who took the
message should also sign her name.
Appointments book
The appointments book can be a diary or any other calendar that is used only to record appointments. The
Administrator or the Secretary should record all the appointments and remind people about them closer to
the time.
Visitors book
The visitors book can be a blank book. In it, visitors should sign their name, their organisation’s name, ad-
dress, telephone number, fax number, email address, and the date of their visit. Some visitors will just give
a business card: The Administrator can attach that to the book
instead. The Administrator can also write down later with whom that person met, and what was discussed.
If the organisation uses a computer, the Administrator can put the visitor’s information in a database or
spreadsheet so that the organisation can keep a contact address list.
health, safety and welfare; notification is necessary to the ambulance authority, by letter, within 24 hours
as soon as more than 25 persons are employed on site. This is done by the site manager. Notification on
factory form F10 of building operations or works of engineering which are to last for more than six weeks
are made to the health and safety inspector. Notify cases of poisoning or diseases on form F41.
2.3 Describe different ways of reporting, recording and retrieving information.
Information is now generally managed using specialist software, and apps that make the preparation of
records easier and more reliable are also available. This can, for example allow records to be made on site
using a mobile phone, which are then automatically uploaded to a project document management system.
These documents can then be reviewed as and when needed.
2.4 Describe different ways of monitoring communication, reporting, recording and retrieving
information.
In an attempt to maintain efficiency on site the supervisor should consider how information should be
stored and of what type. The information which is required on a daily basis, is generally stored in the site
supervisors head. The information which i.e. required less frequently maybe recorded using a system which
allows for immediate retrieval, taking seconds. Site supervisors are advised to collect suitable information
for quick reference as soon as possible on the award of a contract. The information may be used to instruct,
notify or advise individuals, and determine solutions to problems.

2.5 Explain different ways of implementing communication, reporting, recording and retrieving
information.
Printed materials, for example:
- Brochures
- Flyers
- Direct mail
- Newsletters
Mass media, for example:
- Radio Public Service Announcements
- Cable TV
- Local newspapers
Internet
- Listserv
- Facebook ads
- Web site ads
- intranet
In-house;
- Memos
- E-mail
- Letter
- Notice boards
- Toolbox talks
- Meetings
Contract records and documentation must be sufficiently detailed and maintained in a manner that will
withstand an audit and be clear enough to be read and understood by anyone unfamiliar with the project.
There are many good reasons to use an app or software program to create daily construction reports. In
addition to being easier and more efficient than creating reports with pen and paper or spreadsheets,
construction reporting software:
•Allows you to create professional-looking reports for sharing with clients, managers, and stakeholders.
•Can be accessed via mobile device, so you can capture information and submit reports while on site.
•Stores all reports in one place and automatically archives data, so you can retrieve information quickly.
•Allows you to customize reports to meet specific project needs.
•Eases collaboration for team members, clients, and stakeholders — especially with cloud-stored reports.
•Improves data accuracy, even automatically capturing weather conditions.
•Syncs data across multiple devices.
•Allows you to record constant observations, so reports are more thorough and detailed.
3.3 Describe different ways of identifying breakdowns in communication

There are numerous causes which lead to the breakdown in communication between individuals such as;
1. Personality problems
2. Dislikes
3. Misunderstandings
4. Dullness and lack of intelligence
5. In articulation and failure in projecting oneself
6. Incompatibility
7. Petty mildness
8. Carelessness in choice of words
9. Laziness
10. Poor power of persuasion
11. Timid
12. Aggressiveness
13. Inadequate knowledge of subject/technology
14. Social background
15. Tactlessness

3.4 Describe the possible actions that can restore effective communications for a range of breakdown
causes
If leadership is facing a crisis – trust is at an all-time low in your workplace, managers cannot expect quick
alignment, using organisational spin to calm rumors, or assume one-way communication will fuel results.
The art of asking the right questions to thoughtful transparency, and it’s grounded in authenticity,
compassion, integrity, and intention is the way forward. If you know what matters to the people you lead,
work with, or who are important to your business, what does that communicate about their value to you?
Communication is elevated and trust grows in relationships that are mutually beneficial. After all, trust
building is relationship building.
Starting and maintaining a dialogue with people you work with builds trust. It involves a mindful exchange
without preconceived agendas. Dialogue is a way of hearing and contributing to a collective wisdom without
judgment, a need to win, or a desire to believe you have the answer. In some ways, it’s about thinking
together and, in doing so, opening oneself to new possibilities and new voices. In the context of elevating
communication and building trust, transparency isn’t knowing everything or telling everything. It’s creating
an environment where people can trust they’ll have the pertinent information they need to do great work,
make informed decisions, enter into genuine relationships, and operate with self-alignment and integrity.
It’s grounded in doing what’s right without violating confidentiality or having self-serving intentions.
Sincere, specific, and personal appreciation that builds trust and elevates communication is the opposite of
what happens in many work groups where robotic awards, canned programs, and generic messages are the
norm.
Contributing gratitude starts with focused noticing–and a “thank you”: “Thank you for taking on additional
tasks during the hiring freeze”; “Thank you for giving up your weekend to finish the proposal”; “Thank you
for an exceptional job dealing with that customer problem.” It’s not a program–it’s genuine, heartfelt, and
honest appreciation.
This elevating communication basic isn’t about “walking the talk” or “walking the walk,” or any other
organizational jargon. It’s about you. What do you say? What do you do? People’s perception of your word-
action alignment, i.e. your behavioral integrity, influences how they see you–trustworthy or not
trustworthy. What you say and what you do must be in alignment in order to elevate communication. You
can’t stay above the noise and build trust without it.
4.3 Explain ways of implementing agreed systems that records and provides feedback on the ways in
which the following resources are allocated and used:
- people
- tools
- plant and/or ancillary equipment
- materials and components
- current project information.
While the functionality of daily construction reporting apps and software varies by platform, there are some
features found in most systems. These include:
•Automatic weather data recording
•Automatic report/data archiving
•Photo/video capture, upload, and automatic sync
•Automatic emailing of report to necessary parties
•Integration with project scheduling or other software systems
•Notetaking functionality to record site conditions
•Upload for plans, images, and attachments
•Mobile accessibility
•Task/activity assignment
•Report sharing/collaboration capabilities
•Voice dictation
•Reminders
•Capturing of staff/crew information and work hours

•Cloud and/or in-program data storage
•Automatic organization by category or subcontractor
•Data sync across devices
•Signature capture
•Drawing tool for sketching on plans/images
•Existing report copy/import
•Offline access for sites with poor connectivity

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NVQ Guide to Unit Questions

Unit Page Number

Occupational Wok Supervision Level 3 Page 2

The external factors could be:

 Communication breakdown between contractors and client

Occupational Wok Supervision Level 3 Page 3

Check the schedule of work for tasks due to be carried out.

4.5 Describe what zero and low carbon requirements are.

Occupational Wok Supervision Level 3 Page 4

Occupational Wok Supervision Level 3 Page 5

Benefits of the policy when applied;

Occupational Wok Supervision Level 3 Page 6

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4.3, Explain the methods of suggesting alternative proposals.

Occupational Wok Supervision Level 3 Page 8

1.3, Explain the different methods of assessing available project data.

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Occupational Wok Supervision Level 3 Page 11

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Occupational Wok Supervision Level 3 Page 13

Occupational Wok Supervision Level 3 Page 14

Occupational Wok Supervision Level 3 Page 15

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Special Workplace conditions include;

 Working at height, including on roofs

Occupational Wok Supervision Level 3 Page 17

The intention of the permit to work is to:

Occupational Wok Supervision Level 3 Page 18

Common stumbling blocks when dealing with internal customers include:

Any number of problems can arise with contractors or subcontractors:

Occupational Wok Supervision Level 3 Page 19

Material Logistic Plans (MLPs).

The MLP covers key aspects such as:

Occupational Wok Supervision Level 3 Page 20

6.4, Explain different ways of identifying what are special considerations.

 Site Security, prevention of access by unauthorised persons

Occupational Wok Supervision Level 3 Page 21

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 Un-realistic plan or method of construction

Occupational Wok Supervision Level 3 Page 23

 Expenses not reduced

Corrective Action Request (CAR)

WORK IMPROVEMENT NOTICES

Occupational Wok Supervision Level 3 Page 24

Occupational Wok Supervision Level 3 Page 25

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Title Confirming Work Meets Quality Standards in the

Occupational Wok Supervision Level 3 Page 27

Keeping records of;

Occupational Wok Supervision Level 3 Page 28

Occupational Wok Supervision Level 3 Page 29

Title Co-coordinating and Confirming Dimensional

Temporary Bench Mark (TBM)

Occupational Wok Supervision Level 3 Page 30

Shop Drawing Review Checklist

• site location of item or equipment within the project

• version control, with drawing and revision number and date

• contractor’s log, ID, with supplier and manufacturer details.