Mobilising to the construction site
Construction site mobilisation refers to the activities which are performed after the owner of the project has appointed the main contract6or, but before the main contractor starts work on the project site. It is a preparatory phase in which most of the activities carried out are managed by the construction manager (Bennett, 2017).
Mobilising consist of the operations and preparatory works which are necessary for the movement of equipment, personnel, incidentals and supplies to the construction site; Mainly for the establishment of buildings, offices and other facilities which are required for the construction work to take place. Various insurances, licenses and bonds must be obtained. A detailed program for all the construction activities to be carried out must be prepared. The cost estimate which was prepared must be converted to the project system and budget for the purpose of tracking the projects costs (Kenley, 2016).
The mobilisation phase also initiate the process of awarding and souring of the specialised sub-contractors, larger sub-contractors and the supply contracts which usually is the race against time for the written confirmations and procurement department which regards matters such as the commencement dates, initial joint survey, possession the site, master programme and receipt of the construction drawings (Kiessling, 2016).
In the mobilisation phase the construction manager may carry out the following activities.
- Coordinating the entire process of preparation and issuing of the project handbook which clearly sets out the procedures, responsibilities and the communication lines for the construction phase.
- Generating a site layout plan for the construction process.
- Making the necessary arrangements for the site communications such as the distribution and receipt of information and the communication technologies.
- Managing drawing approval and specialist design.at this point the construction manager may opt to appoint a design co-ordinator who will be in charge.
- Selecting and advertising any remaining contracts such as security, cleaning and catering contracts(Langford, 2012).
- Determining the contract register scheduling; the contracts which have already been placed, who signed them and when they were signed, the value of the contract, the place where the contract is stored. This data can be very important if he construction manager becomes insolvent.
- Establishing an asset register which schedules the assets which are available on site and who the owners are. The information can later be incorporated into the building owner’s manual.
- Determining all the statutory site register which can include lifting equipment, explosive and dangerous substance storage, accidents reports and scaffolding.
- Complying with all the stator conditions that must be met before the construction process commences.
- Ensuring that all the onsite workers are taken through sufficient induction process, training and any other information which will enable them work without risking their safety or health(Retik, 2015).
- Establishing quality assurance and inspection regimes procedures for the construction.
- Commissioning of the geotechnical survey work which may be further required.
- Obtaining the statutory utility drawings of all the surround and existing services in the cases where they had not been obtained.
- Arranging the necessary road restrictions and closures, diversion of services and also connecting the necessary services for the work to be carried out.
- Obtaining the legal documentation in the cases where it had not been obtained initially which describe the site ownership and boundaries.
- Preparing the construction phase plan in the cases where it had not been done initially.
- Creating a site waste management plan in the cases where it is required.
Challenges faced in the mobilisation phase
Some of the challenges which are faced at the mobilisation phase of construction include:
- Scope creep/scope changes
This occurs when the scope of the project changes beyond the original set objectives. Because this changes were not planned for they causes delays and calls for other expenses which were not there in the project budget (Sepp?nen, 2013).
- Poor communications.
Poor communication in the mobilisation phase is a morale killer and in most cases results in the project delays .There might be poor communication between the client, main contractor and the project manager which will result to poor delivery of mobilisation activities.
- Lack of client/stakeholders engagements
The construction managers find it very difficult to keep communications and feedbacks between all the stakeholders of the projects regarding to the mobilisation activities of the project. This results to the construction manager loosing morale in carrying out the various tasks which should be carried out at the mobilisation phase.
- Impossible deadlines
Some of the deadlines which are set are impossible to meet. This results to the construction managers and other stakeholders losing morale and thus reducing their productivity. The short deadlines makes some of the activities and tasks which should be performed in this phase to be ignored or left out.
- Deprivation of resources.
Some of the resources which are allocated to this phase of construction are not enough to enable the project manager and other stakeholders to perform the required duties in this phase, this results to most of the activities being under achieved or totally not achieved (Kiessling, 2016).
- Improper risk management.
- Lack of accountability.
- Inadequate skilled personnel
How the mobilisation phase is best managed
This phase can be managed well be observing the following:
- The construction manager should ensure that the communication and feedback are kept open between the upper management and the other stakeholders.
- Setting out realistic deadlines.
- Proper evaluation of the changes which are made to the project and communicated to the stakeholders on the impact which they create.
- Establishing and communicating clear goals at the start of the project(Sullivan, 2016).
- The team members and other stakeholders should be accountable of their roles and responsibilities.
Bennett, L. (2017). The Management of Construction: A Project Lifecycle Approach. London: Routledge.
Kenley, R. (2016). Location-Based Management for Construction: Planning, Scheduling and Control. Chicago: Routledge.
Kiessling, F. (2016). Overhead Power Lines: Planning, Design, Construction. Berlin: Springer Science & Business Media.
Langford, D. (2012). The Organization and Management of Construction: Managing the construction enterprise. Texas: Routledge.
Retik, A. (2015). The Organization and Management of Construction: Shaping Theory and Practice; Volume One; Managing the Construction Enterprise. Sydney: Taylor & Francis.
Sepp?nen, O. (2013). The Management of Construction: A Project Life Cycle Approach. Auckland: Routledge.
Sullivan, G. (2016). Managing Construction Logistics. Perth: John Wiley & Sons.