ccbc4005a Learner Guide 2016_v1 472t6l

Building specifications If all the information related to a project appeared on the drawings, they would be very difficult to read. The building specifications (specs) provide supplementary information to the drawings and have priority over any notations on the drawings. A building spec may include: • • •

a description of the job, the site, the proprietor and any other parties in the contract arrangement a trades section detailing standards and quality of work. This may be set by the Australian Standards (AS) or by samples constructed for the architect's approval the materials schedules containing detailed information and location of each item, for example: - windows, showing frame material and type of glass - doors, specifying size and materials - finishes to walls, floors and ceilings - door accessories including locks, latches, hinges, push plates and pull handles - colour selections

Discrepancies If you notice any discrepancy between what is stated on the plans, in the specs or in the contract, for example a paint colour: 1. the specs override the plans 2. the contract overrides both the plans and the specs

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Contract variations You may need to modify your materials and labour schedules and requirements as a result of a contract variation. Variations to the contract, plans or specifications may be requested by: • •

the home owner or developer you as the ed builder or other building practitioner, for example a building surveyor, architect, building inspector or engineer

Variations may affect: • • • •

materials required labour required the project schedule the price

Variations may occur as a result of changes made to: • • •

the contract, plans and specifications prime cost items provisional cost items

Discussion notes: Refer to Research Activity 1. Contract variations

Variation notice By law, you and the client must agree in writing to the variations using a variation notice. The notice must include the details and cost of the changes and the new completion date. To avoid the possibility of disputes, it is recommended that all changes are made in writing and signed by both parties.

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LEARNING ACTIVITY 2

Contract variations

1. Refer to the project documents for Case study 2 residence. Give three examples of possible variations that you, as the builder, might need to make to the building contract so that you can complete a job.

2. Give an example of a variation that the owner of Case Study 2 might make.

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3. Give an example of a variation that may be requested by a building surveyor or other authorised person.

4. What do you need to do when there is a variation to the contract?

* Retain this learning activity as part of your portfolio of evidence.

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Producing overlay drawings An overlay drawing is a printing or drawing on a semi-transparent sheet, drawn at the same scale, that is designed to lay over a plan showing changed or additional details. Overlay drawings are used for two reasons, to: • •

illustrate detailed contract variations show the detail of specific requirements, for example, the structural beams and s

Illustrate contract variations To accurately visualise the variations to a building plan, the builder or the architect may produce an overlay drawing, rather than redrawing the plan. Once the variations have been accurately drawn on the overlay, updates can be made to all the schedules and specifications if required. Detail of specific requirements Overlay drawings can also be used to emphasise or show detail of specific requirements for example: • •

locations of specific items for example data points, exit locations or the wall locations of a lower floor the detail of specific structural requirements

Overlay drawings are generally produced to be used with commercial plans, however a structural overlay may be produced to clearly show the requirements for a two storey house. Developing an overlay drawing is most commonly achieved using Computer Aided Design (CAD) software. When developing the overlay: • • •

the colour of the existing plan is changed to red (ie all text, lines and boxes) the plan with the design changes is drawn in blue the two drawings are laid over the top of each other to see exactly what differences there are between them

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2.2 Review the permits and approvals All necessary authorisations such as permits should have been obtained before the scheduling of labour and materials commences. However one of your key tasks is to review the project documentation to ensure your have the appropriate permits and authorisations and that the project is meeting any conditions of approval they may contain. If the permits and authorisations have not been obtained or contain specific conditions, this may impact the timing of your project. These permits or authorisations include: • • • •

planning permits, including environmental requirements building permits work zone permit services connections and authorisations

Obtaining these permits and authorisations are key tasks to be included in your project schedule. The authority that is providing the permit/authorisation will define the timing of these tasks; the sooner you the authority that is providing the permit to ascertain lead times, the better.

Planning permits, including environmental requirements Planning permits Planning permits are concerned with the use of land to ensure that land is well managed taking into the needs of the community and the environment. They are issued by local councils or shires and ensure the development complies with local and state government regulations. When issuing a planning permit, the local government looks at: • • • • •

what the land can be used for (houses, shops, factories, parks) the size and type of existing and proposed buildings landscaping whether additional infrastructure is needed how others may be affected

As the ed builder, you will not usually be required to apply for a planning permit – this should be done by the client or the client’s architect or building designer.

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However, you are required to comply with the planning permit’s conditions. For example, if planning permit conditions specify when works must start and finish, this timing will need to be included in your project schedule.

Environmental requirements Local government requirements A number of local governments have environmental requirements that you may need to consider and plan for when building your client’s home or other structure. These requirements will usually be incorporated into the planning permit conditions. These requirements may include: • • • • •

vegetation removal earthworks and limiting silt run-off and other pollutants into stormwater drains waste management durability and reusability of building materials limitations on using water from a local river or creek

It is a good idea to check the planning permit and the local government website as environmental conditions required by local governments can change at any time.

Other regulatory bodies In addition to local government requirements, all states and territories in Australia have environmental regulations that you must comply with. The regulations are enforced by various statutory bodies, for example the Environment Protection Authority (EPA) in Victoria. In addition to enforcing the law, these statutory bodies also: •

•

can carry out environmental audits to assess the environmental condition of your building site and advise whether potentially contaminated land is suitable for residential, commercial or industrial use provide approvals for the installation of non-sewerage wastewater treatment systems. This includes greywater systems, waterless composting toilets and septic tanks.

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LEARNING ACTIVITY 3

Implications for the project plan

How could a planning permit or environmental requirements affect: • • •

the materials you use the timing of the project tasks cost


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Building permits Building permits authorise the construction or alteration of a building/s, focusing on its structural safety and amenity. They: • • • •

are issued by the local council/shire or a private building surveyor approve and allow building projects to proceed ensure the building regulations are followed ensure key structural stages of the project are independently inspected

When you are scheduling your project you will need to include the key tasks to gain the building permit: •

•

Check the building plans and specs Before you apply for the permit, check that the building plans and specs meet legislative requirements, including AS, as you will not be granted the permit if they don’t comply. For more information about legislative requirements and AS, refer to CCBC4008B Conduct on-site supervision of building and construction projects. Consider staged/partial permits Usually, you would apply for a building permit for the whole construction. However, you may obtain a stage/partial permit, for example, a base permit for the concrete slab. This may occur if you need to provide additional information or documentation to enable the permit to be issued for the whole building.

When both a planning permit and a building permit are required for a proposal, then the planning permit must be approved and issued before the building permit. The building permit must be consistent with the planning permit.

Work zone permits All local councils and shires offer a work zone permit for use on construction sites. However, the use of the work zone and the criteria to apply for one can vary significantly between each local government. Some allow only for the loading and unloading of goods or temporary access for plant or equipment, while others provide parking permits for workers. The fee for a work zone permit also vary significantly with some local governments asking a flat fee, and others varying the fee based on the location of the work zone. Check with the relevant local government for your building project to determine the work zone conditions and fees.

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Services connections and authorisations Another key task to be included on your project schedule is to apply to local utilities companies to connect or suspend services before, during or after construction. Most utilities companies have application forms that must be submitted either online or posted using print-based forms. As part of the application, you may be required to include: • • • • •

building plans details of the site specifics of materials used in the construction process, for example, the size of internal pipework’s proposed location of the water meter location, pipes, etc. types of appliances that will be connected to the service, e.g. gas

These services authorities may impose conditions with any connection or disconnection they provide, and this may also affect your project schedule. Once the permits, approvals and connections from authorities are received, labour and material scheduling can commence.

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LEARNING ACTIVITY 4

Identify required permits and authorisations

Refer to the contract documents for Case Study 2 residence. What permits/authorisations are required to start this project? Permits/authorisations required:

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3. Confirm material and labour requirements To make sure timelines are met and the project is completed to specification, it is vital that as the project manager you know exactly what resources you need, where you will get them, how much they will cost and when they will be available. Once you have confirmed the information in the contract documents and reviewed the permits and authorisations, you need to: • •

confirm the materials source the materials

3.1 Confirm the materials Now that you have checked the project documents you need to update the estimating and costing worksheet to ensure you note: • • •

any changes or variations to the original estimated list of materials and labour any changes or variations to the quantities of materials or labour, including allowances for waste any additions to the actual items which need to be ordered

Sometimes the architect has developed their own estimating and costing worksheet. If this is the case, it is still important to check that the project requirements have been interpreted correctly. There are various estimating and materials software programs that can help you estimate and confirm the material requirements. Discussion notes: Refer to Research Activity 1. Preparing materials requirements.

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Material schedules Material schedules are lists of a particular material type, for example, doors, door handles, windows or paint colours and finishes. They include the: • • •

specific requirements of the material (model, brand, colour, finish, type) measurements, if applicable location for each separate item

Material schedules may be found on the plans or in the specifications document.

Allowances for wastage Purpose built software and forms give consistency to the way that information – like dimensions or weight – are calculated. This is important for accurately pricing materials and minimising waste. However, waste must still be factored in to your calculations. With many materials, such as wallpaper, tiles, floorboards, paint, sand, mortar and plasterboard you need to allow for some waste. Wastage can occur as a result of many reasons including: • • • • • • • • •

poor planning unclear drawings or specifications incorrect measuring and calculations pieces cut to the wrong size damage during transportation inappropriate storage ordering errors minimum quantities you are required to order changes to the design

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LEARNING ACTIVITY 5

Reasons for waste

In pairs, discuss what may cause wastage for each of the materials listed: • •

Write your suggestions in the ‘Reasons for waste’ column. Add two more materials to the table and suggest the reasons for waste.

Material

Reasons for waste

Concrete

Gyprock

Sand bed for concrete slab

Studs

Fibro-cement sheets for eaves

Tiles

Timber wall framing


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LEARNING ACTIVITY 6

Check the materials

Congratulations you have won the contract for the Smith residence! It is time to order the materials for the project but after checking the project documents, you have found that Mr Smith has decided to increase the number of tiles in the bathroom and ensuite to enable floor to ceiling wall coverage. You need to update the estimating and costing worksheet so it includes the actual quantities for the job. To complete this you will need to: • • •

refer to the estimating and costing worksheet (provided by your Trainer or used in a previous unit) for the Smith residence re-check the contract, plans and specifications to calculate the impact of this change on the quantities ordered update the spreadsheet to include the changes and the actual quantities and costs of materials


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3.2 Source the materials The estimating and costing worksheet contains information on the supplier, quantity and cost of materials needed for the project. You might choose a local supplier, the nominated supplier (if one has been specified in the project documentation), your company’s preferred supplier or a wholesaler. You can also find suppliers by referring to industry associations or searching the Internet. To check availability, each supplier to see if they have the type of products and in enough quantities so that they can guarantee supply. The timing of the delivery of materials is important: • •

On the one hand, you do not want too much material cluttering the site and making it difficult to work. On the other hand, you want to make sure materials are there when you need them.

The final cost should include the cost of freight or transport to the site or the workshop for the project.

3.3 Hire equipment and plant Equipment and plant hire is also a scheduling and cost consideration. To make sure the machinery is available when you need it, it is a good idea to the appropriate hire companies during the planning stages of the project to be sure they have sufficient stock and that it is available. On some large projects that run for long periods, it is sometimes more effective to organise a long continuous hire at a reduced rate, even if the plant is not required for the whole period. This eliminates the risk of plant or machinery not being available. Another important consideration of the hiring process is to establish whether the equipment provider is also able to organise maintenance and repairs, preferably on-site, as this will be more cost and time effective for your building project.

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3.4 Confirm labour schedule As labour makes up a large part of the project cost, hiring workers with the right skills, knowledge and judgement is crucial. A shortage of labour can result in overtime or delays. Good planning of the labour requirement of the job is vital. The estimating and costing worksheet lists all the estimated materials and labour for the job. For labour it includes: • • • • •

a description of the task to be completed estimated quantity depending on how the subcontractor costs his work that is number of days, square metres, outlets to be fitted, etc the supplier/tradesman name the estimated cost per unit of labour estimated total cost

These estimates of the labour costs and quantities were developed prior to the contract g. Once you have won the business you need to: • • •

confirm the start and end dates of the labour in the project schedule the supplier of the labour to confirm the availability of tradespeople and their costs update the timing and costs in the estimating and costing worksheet, if required

Note: The building contract may specify whether workers must be union and these details need to be noted in the description section of the estimating and costing worksheet.

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LEARNING ACTIVITY 7

Check the labour

It is now time to confirm the labour requirements for the Smith residence. John decided to increase the number of tiles in the bathroom to enable floor to ceiling wall coverage. You need to update the estimating and costing worksheet so it includes the changed labour requirements for the job now that the tiler is laying more tiles. To complete this you will need to: • • •

refer to the estimating and costing worksheet for the Smith residence re-check the contract, plans and specifications to see the impact of this change on the estimated labour time and costs update the spreadsheet to include any changes and the actual quantities and costs of labour


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4. Order materials and labour Now that you have confirmed the quantities and costs for labour, materials and plant hire, you need to order the materials and labour. Having decided on where you will source them, you now need to think about the ‘how’. Never operate on a verbal agreement and a handshake. While verbal agreements are enforceable, they are very difficult to prove if there is a building dispute that is taken to court. Written order documents provide a useful audit trail of everything ordered and received. Call forward sheets and purchase orders are used for this purpose. It is important that all the purchasing documents are kept in one place.

4.1 The ordering process To order labour and materials you should: 1. place the order 2. confirm the order with a written purchase order 3. record the purchase order details on the call forward sheet

Place the order Refer to the sample call forward sheet on the following page. A call forward sheet provides a snapshot of what is needed on any given day and makes it easy to place the order and see exactly what materials will be coming from the supplier and what labour is allocated for that day.

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Sample call forward sheet Activity ID

Task/activity

Order date

Required delivery date

Supplier

Supplier details

11

Site toilets

29-Sep-14

6-Oct-14

TST Hire

03 9999 9999

12

Temporary fencing

25-Sep-14

6-Oct-14

Keep ‘Em Out Fencing

1300 199 999

13

Bobcat hire

29-Sep-14

8-Oct-14

Bob’s Rentals

0419 999 999

14

Erosion control – Jute blanket

1-Oct-14

8-Oct-14

C Fullards

03 9888 0000

15

Erosion control – Filter cloth

1-Oct-14

8-Oct-14

C Fullards

03 9888 0000

16

Top soil

1-Oct-14

13-Oct-14

C Fullards

03 9888 0000

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Purchase order no

Instructions or comments

Require delivery before 9.00 am

Speak to Bob for best price

Category C soil (see website)

LEARNER GUIDE The call forward sheet is used twice for any given item: •

On the first use, the call forward sheet guides the timing of the ordering. It shows the dates when each item needs to be ordered and the supplier details.

It is used to record: • •

the tasks that need to be completed, in date order associated materials or labour: - the date, the materials or labour need to be ordered - the date, the materials or labour need to be delivered to the site - supplier name and details

Use this information to place your order.

4.2 Confirm with a purchase order You may not currently use purchase orders when ordering supplies and materials – let’s face it, it’s easier to make a phone call to the supplier and get what you want without messing around with paperwork, isn’t it? Why bother? There are actually some good reasons to use them. A purchase order is a document issued by a buyer to a seller. It shows the type, quantity and price of products or services to be provided. When a supplier or service provider (seller) accepts your purchase order, it forms a contract between you and the supplier. Before then, no contract existed. As well as being a binding document, a purchase order provides a written record of materials and services ordered. If there are any problems with the goods delivered or the price, you have an ‘audit trail’ to refer to. Refer to Appendix 4 to see what information is typically included in a purchase order. Once you have completed and sent the purchase order, note the purchase order number and the actual order date on the call forward sheet.

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4.3 Record on call forward sheet The second use of the call forward sheet is to record the purchase order number once it has been created and sent to the supplier.

Discussion notes: Refer to Research Activity 1. Call forward sheets and purchase orders.

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LEARNING ACTIVITY 8

Order the windows

You are preparing to order the windows for the Smith residence. Your supplier is Wayne’s Windows, phone 0414 555 666. He needs a 30 day lead time, so you are ordering them today for delivery in 30 days’ time. • • •

•

•

Refer to the windows schedule on the plans and the specifications. Refer to the estimating and costing worksheet with the price estimates for the windows, or a costing guide. Complete the call forward sheet in Appendix 4 with the following information: - Order and delivery dates - Supplier details. Complete the purchase order on the following page with the following information: - Delivery address - Site person (you) - The required delivery date - The number and size of the windows to be ordered - Type and colour - The price of each size of window, according to your initial estimate or the costing guide - The total costs. Update the call forward sheet with the purchase order number.

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5. Monitor project costs As a project manager, it is vital that you have accurate details about costs and develop realistic cash flow requirements. These are necessary if you are to deliver the expected outcomes within the project budget. During the project, you must monitor actual costs and compare them with estimates to determine if there is a variance. Variances will affect the project budget and possibly your profit margin.

Discussion notes: Refer to Research Activity 1. Project cost analysis.

5.1 Changes to costs In the first stage of a construction project an estimate of all materials and labour costs is produced. These estimates are based on quotes received from suppliers. The quotation includes all costs from the start to the end of the building project and includes: • • •

planning, istration and design costs labour materials

However, costs can change due to: • • •

contract variations, including changes to prime costs or provisional sums costs due to unforeseen circumstances or builder error differences between the estimated cost and actual cost

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Contract variations Variations made to the building contract, specifications or plans can impact the cost of the project. From an estimating perspective, it is also important to that the contract includes prime costs and provisional sums on items that have not been finally decided: •

•

Prime costs – these costs are an estimated cost of the item itself, for example, wall tiles for the bathroom, but exclude the labour costs as this has already been calculated and has been included in the contracted price. Provisional sums – these amounts refer to materials and labour costs on something not yet decided, for example, flooring.

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LEARNING ACTIVITY 9

Prime cost items

Refer to the contract for the Smith residence. List six items described in the prime costs items schedule. 1.

2.

3.

4.

5.

6.


LEARNER GUIDE

Costs due to unforeseen circumstances or builder error On some projects, there are unforeseen costs that cannot be claimed as a variation to the contract price and need to be absorbed by the builder’s profit margin. For example: •

•

Problems with the construction of structural elements due to the builder’s oversight that only become apparent once work starts. If they are correctly shown on the contract documents, any oversight is at the builder’s expense. In these cases, extra work may be required to fix the problem. The recorded cost of materials or a product is increased by the manufacturer after a contract has been signed. In this situation, the cost of the product must be absorbed by the builder.

If the builder has not included all costs or there has been an oversight in relation to the technical requirements of the job then it is also the builder’s responsibility to cover the additional costs.

5.2 Estimated vs actual costs To successfully monitor project costs, you should compare the actual cost of the project with the estimated cost. The estimated costs originally quoted by the supplier may be different from the actual prices. Monitoring the difference between the estimated cost and actual costs is an important part of your project management role. You can compare actual prices with the estimated cost: • • • •

at the end of each stage by comparing the subtotal for each task (eg earthworks) for each item (eg timber) at the end of each month.

If you notice the actual cost is higher than the estimated cost for the month, you may need to look for ways to reduce costs in the next month. By continually monitoring costs on a monthly basis, you will have time to respond to changes before it is too late. By comparing these figures, you can obtain a clear snapshot of where the business is at any given time.

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Estimated project costs schedule The project costs schedule shows the estimated costs at each stage of the project and when they are due to be paid. Estimating how much you owe each month is important so there are enough funds to cover costs and pay suppliers. The sample ‘Estimated project costs schedule’ on the following page illustrates how estimated costs will be paid throughout the project. It includes the following information: • • •

The estimated number of days to complete each of the tasks. The name of each task, and the estimated total cost of the task. The body of the table shows the progress payments to be paid at different stages of the project according to the work completed in that period of time.

For example, the task ‘Electrician’ has an estimated time of six days of work, which will take place at key phases from week 10 to week 27 of the project. The total payment to the electrician will be $19,200. Note that this will be paid at certain time frames throughout the project. Another example is the plumber who will work for a total of eight days and receive $25,800. The plumber will receive the following progress payments: • • • • •

10% of his payment upfront 40% in week 12 20% in week 19 20% in week 23 a final payment of 10% in week 27.

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LEARNER GUIDE Estimated project costs schedule

Estimated project costs schedule – page 1 (Source: www.dlsweb.rmit.edu.au/toolbox/buildright/content/bcgbc4005a/04_monitor_project_costs/01_analyse_quote/page_002.htm)

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Estimated project costs schedule – page 2

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LEARNING ACTIVITY 10

Estimated vs actual costs

1. Refer to the ‘Estimated project costs schedule’ on the previous page: -

Transfer the estimated costs for each month of the project into the following table. Calculate the variance, based on the sample ‘actual’ costs. Month

Estimated costs

Actual costs

Variance (estimated costs minus actual costs)

March

32,640

40,000

April

60,500

May

65,245

June

62,900

July

33,860

August

45,890

September

37,420

Total

-7,360

$318,800

2. What is the total difference between the estimated cost and the actual cost?

3. What are the possible impacts of the cost overrun?

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4. Who will pay, if the builder makes an error in costing of materials?

5. The following table shows an example where actual costs are lower than estimated costs. The builder for this project has overestimated the actual cost for every month. This shows as positive numbers in the difference column.

Month

Estimated costs

Actual costs

Variance (estimated costs minus actual costs)

March

32,640

31,540

1,100

April

58,560

55,620

2,940

May

56,960

53,210

3,750

June

59,040

55,000

4,040

July

31,840

29,540

2,300

August

41,446

40,500

946

September

36,806

35,150

1,170

316,806

300,560

16,246

Total

What is the impact if the builder overestimates the project cost?


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Analysing project costs An effective way to monitor project costs is to graph the estimated and the actual costs. This enables the project manager to visually interpret the costs for each task. It will also assist in the analysis of profit and loss for each month.

Difference (estimated costs minus actual costs) Actual costs Estimated costs Comparing estimated costs against actual costs

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Cost control

Part of your responsibility as a site supervisor on a commercial building is to control on-site costs. Your manager has advised you at a weekly site meeting that the particular area that you are responsible for (which is 25% completed) has a current cost overrun of 18%. Your manager has requested a written report from you that outlines: • •

the reasons for the overrun how you intend to prevent further cost overruns

1. Outline some reasons that may have caused the 18% cost overrun.

1. Provide a plan, which explains how you intend to prevent further cost overruns.


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6. Keep and maintain site files Paperwork! It can be annoying and seem unimportant however there are a number of reasons why it is essential to maintain accurate and organised site files: • • • •

It may be required by law They can help you track and control the ongoing costs and schedule They are helpful for estimating future work Provide a paper trail of information, which may be required in a dispute with the client, a supplier or a subcontractor.

Discussion notes: Refer to Research Activity 1. Necessary information.

6.1 Legal requirements There are federal, state and local government laws, Acts and regulations that state you must keep certain files and documents on-site and available to be checked and audited by the relevant authorities.

Important If an authority checks your site file and fails to find the necessary documents it may have the right to issue fines, stop all construction work on-site or even prosecute. For example: • •

There may be workplace health and safety investigations where safety records and processes need to be checked and prosecutions can occur. The local council or shire can issue a stop work notice if you have incomplete or incorrect documentation and permits.

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Building Regulations requirements Regulation 317 of the Victorian Building Regulations states that a copy of the building permit and documents relating to the permit and other details must be kept on-site. The required documents you need to keep on-site include: • • • • •

building permit, including the number of the permit and the date of issue plans specifications contract, including variations other documents relating to the building permit, including soil tests, engineers report

In addition to these documents, the registration numbers and details of the builder and the building surveyor must be displayed in a conspicuous position that can be seen by the public. For more information refer to the: •

Victorian Current Regulations Building Regulations 2006 – Reg 317 www.austlii.edu.au/au/legis/vic/consol_reg/br2006200/s317.html

Occupational health and safety requirements You are also required by law to keep health and safety records on file for both your employees and the independent tradespeople and subcontractors you use. This information includes your site induction information, records of incidents and accidents and completed claims forms. For more information, refer to the following pages on the Victorian WorkCover Authority website: •

Employer Rights & Responsibilities www.worksafe.vic.gov.au/laws-and-regulations/employer-rights-and-responsibilities

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•

Site Establishment Checklist for Builders and Building Trades Contractors www.vwa.vic.gov.au/forms-and-publications/forms-and-publications/site-establishment-checklist-forbuilders-and-building-trades-contractors

Fair Work requirements You are legally required to keep records relating to the workers you employee, including apprentices and casual labourers. The following details should be kept on-site or in easily accessible location, in case you are audited: • • • • • • •

Employee names, status of employment Pay slips Wage rates (or salary) and any penalties, loadings or allowances paid Timesheets, attendance records, rosters showing hours worked (including overtime hours), leave taken Leave taken and owing Proof of superannuation payments Flexibility arrangements.

For more information, refer to the: •

Fair Work Ombudsman: Pay slips & record-keeping: www.fairwork.gov.au/Pay/pay-slips-and-record-keeping

If you use independent tradespeople or subcontractors, you should keep copies of relevant employment contracts, invoices and records of payment, along with details of services they have provided.

6.2 Tracking and monitoring Project schedule As discussed earlier, you need to create and regularly update your project schedule to track the progress of the project’s tasks and the materials and labour requirements. Your project schedule can also help you to identify any potential delays before they impact the project, so it also needs to be kept at the building site.

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Contract documents In addition to having the contract, specifications and plans on-site for legal purposes, you should also be regularly referring to them to ensure you are meeting the client’s requirements and expectations. Any variations to the original plans, specifications or contract should also have been documented and must be followed. By regularly referring to and following the requirements in these documents, you should reduce the potential for misunderstandings and disputes.

Purchasing and invoice documents To help you monitor project costs and cash flow you should keep all documents relating to purchases you make and payments you receive. These include: • • • • • •

call forward sheets purchase orders invoices received invoices provided to the client receipts for purchases receipts you provide to the client for payments received

Project history Recording and saving all correspondence relating to the project will allow you to follow-up on the project’s history from the start, if required. Consider keeping: • • • • • • • • •

records of phone calls, emails and written correspondence to and from the client, the architect, tradespeople and supplier progress photographs site diary labour time records, equipment use meeting minutes purchase orders and invoices progress payments made and received your original estimating calculations your quote, including inclusions and exclusions

While all of these records may not need to be kept on-site, you should be able to access them quickly if needed. This means they need to be kept in an ordered way.

6.3 Organising your site files As you can see, the site file needs to contain a number of different documents. How you organise the documents is up to you, but you may wish to consider using a folder with tabs to indicate different sections and include a table of contents.

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Your site files

Think about the files you keep on the worksite of your current building project. Make a note of: • •

any files you need to add to your site files for legal or monitoring purposes any improvements you could make to your current filing system to make your records more ordered and easy to find


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Assessment tasks You are now ready to attempt the assessments for this unit. You will need to complete the following tasks and submit them to your Trainer on or before the agreed date and time: 1.

Scheduling labour and materials

2.

Ordering labour and materials.

If you have any questions, please your Trainer.

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LEARNER GUIDE

Assessment task 1 cover sheet Assessment task 1 – Scheduling labour and materials Please complete all sections below.

Office Use Only

This cover sheet must be completed for each assessment. Attach this cover sheet to your assessment and return to your Trainer. to keep a copy of your assessment.

Student name: Student ID: Student address: Unit code and name:

CCBC4005A Produce labour and material schedules for ordering

Mark/grade: Trainer name: Trainer signature: Trainer report:

Declaration: • • •

I am aware that penalties exist for plagiarism and unauthorised collusion with other students. I am aware of the requirements covering style and layout standards as specified by my Trainer. I have retained a copy of this assessment.

Student signature:

Date:

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LEARNER GUIDE

Assessment task 1 – Scheduling labour and materials Purpose of assessment To assess skills, knowledge and ability to plan and allocate human and physical resources for a building project and produce documentation that meets the time frames and quality standards established by the organisation. This assessment task s for 50% of total assessment.

Assessment task Consider the labour and materials scheduling activities of your own organisation, or for the Smith residence to complete the following three steps.

Step one Complete the following table to report what challenges you face when scheduling labour and materials for this building project and list some improvements you could make to the process.

Task

Challenges

Improvements

Project scheduling

Calculation of material quantities

Calculation of labour quantities

Calculation of material costs

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LEARNER GUIDE

Task

Challenges

Improvements

Calculation of labour costs

Keeping labour and materials schedules upto-date Ordering the materials

Ordering the labour

Monitoring project costs

Keeping and maintaining site files

Step two Refer to the flowchart on the following pages. For each task: •

•

Note the key documents you will refer to and complete during each task. For example, during the project scheduling task you will refer to the contract, the plans/drawings and the building specifications documents. You will also use a project scheduling template which lists the tasks and timing of each task to complete the build. List who you will communicate with during each task, for example, you may talk to suppliers about your materials requirements during the material calculation task.

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Task

Project scheduling

Documents:

Communicate with:

•

•

• •

• Calculation of material quantities

•

• •

• Calculation of labour quantities

•

• •

• Calculation of material costs

•

• •

• Calculation of labour costs

•

• •

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LEARNER GUIDE

Task Keeping labour and material schedules up-to-date

Documents:

Communicate with:

•

•

• •

• Ordering the materials

•

• •

• Ordering the labour

•

• •

• Monitoring project costs

•

• •

• Keeping and maintaining site files

•

• •

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LEARNER GUIDE

Step three List five good communication practices, which will you to achieve the scheduling tasks listed in the flow chart.

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LEARNER GUIDE

Assessment task 2 cover sheet Assessment task 2 – Ordering labour and materials Please complete all sections below.

Office Use Only

This cover sheet must be completed for each assessment. Attach this cover sheet to your assessment and return to your Trainer. to keep a copy of your assessment.

Student name: Student ID: Student address: Unit code and name:

CCBC4005A Produce labour and material schedules for ordering

Mark/grade: Trainer name: Trainer signature: Trainer report:

Declaration: • • •

I am aware that penalties exist for plagiarism and unauthorised collusion with other students. I am aware of the requirements covering style and layout standards as specified by my Trainer. I have retained a copy of this assessment.

Student signature:

Date:

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LEARNER GUIDE

Assessment task 2 – Ordering labour and materials Purpose of assessment To assess skills, knowledge and ability to identify materials required for the project and gather supply information and communicate effectively as required. This assessment task s for 50% of total assessment. Assessment task Task 1 • • •

• •

Refer to the documents on the following pages. Refer to the subcontractor agreement for the labour requirements to complete the office floorboards for the Smith residence. The subcontractor, JJ Flooring will complete the floor in two phases: - the first phase will include supply and installation of floorboards - the second phase will include the sanding, staining and coating of the floor Complete the call forward sheet with the required details. Complete a purchase order for each phase of the flooring.

Task 2 It is two weeks later and the client has just changed their mind. They would like to change the floor timber from Tasmanian Oak to Victorian Ash. You have completed a contract variation and the client has signed it. •

Update the relevant documents in the ordering process.

Submit all documents to your Trainer.

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Subcontractor agreement, task 1 SUBCONTRACTOR AGREEMENT This Subcontractor Agreement is made effective as of 25 March 2015, by and between Bob Carpenter, 33 Penthouse Street, Fitzroy and JJ Flooring, 33 Thomas Street, Pasco. AGREEMENT In consideration of the mutual promises contained in this Agreement, the parties agree as follows: Description of services Beginning 25 March 2015 JJ Flooring will provide the following services and materials, in line with the contract requirements: • • •

Supply of Tasmanian Oak floorboards Installation of Tasmanian Oak floorboards Stain of Tasmanian Oak floorboards.

These services will be performed at 22 High Street, Collingwood. JJ Flooring will complete the services in accordance with the applicable plans and specifications as contained in the Original Contract, and in a workmanlike manner, meeting all local and state building codes and including local regulations. Payment of services In exchange for services Bob Carpenter will pay the amount of $3,000. Payment will be made when the service is completed. Signed by client: Bob Carpenter _____________ Date: _________ Signed by provider: JJ Flooring ______________ Date: _________

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Call forward sheet, task 1 Activity ID

Task/activity

Order date


Supplier

Supplier details

73

Purchase order No


LEARNER GUIDE

Purchase orders, task 1

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Subcontractor agreement, task 2 SUBCONTRACTOR AGREEMENT VARIATION

This Subcontractor Agreement variation is made effective as of _______________, by and between Bob Carpenter, 33 Penthouse Street, Fitzroy and JJ Flooring, 33 Thomas Street, Pasco. AGREEMENT In consideration of the mutual promises contained in this Agreement, the parties agree as follows: Description of services

Beginning the _______________, JJ Flooring will provide the following services and materials. •

Supply of ___________________________

•

Installation of ___________________________

•

Stain of ___________________________

In line with the contract requirements. These services will be performed at 22 High Street, Collingwood. JJ Flooring will complete the services in accordance with the applicable plans and specifications as contained in the Original Contract, and in a workmanlike manner, meeting all local and state building codes and including local regulations. Payment of Services In exchange for services, Bob Carpenter will pay the amount of $3,000. Payment will be made when the service is completed. Signed by client: Bob Carpenter _________________ Date: _________ Signed by provider: JJ Flooring _________________ Date: _________

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Call forward sheet, task 2 Activity ID

Task/activity

Order date


Supplier Purchase details order No

Supplier

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LEARNER GUIDE

Purchase orders, task 2

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Appendices Appendix 1 – Employability Skills Appendix 2 – Qualification structure Appendix 3 – Unit of competency Appendix 4 – Sample worksheets

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Appendix 1 – Employability Skills The following table shows the Employability Skills embedded within this unit together with the appropriate assessment task that assess these skills. Note that not all the Employability Skills in the qualification are assessed in every unit. Assessments for other units will cover the remaining Employability Skills.

Employability Skills

Evidenced by

Assessment task

Communication

Oral and written communication skills that contribute to productive and harmonious working relations between co-workers, customers and other stakeholders

Task 1 Task 2

Teamwork

Skills that through cooperation and collaboration contribute to productive working relationships with others to achieve the desired outcomes of the project Appropriate analytical skills that contribute to timely completion of tasks and productive outcomes Skills that contribute to innovative outcomes, within scope of responsibility

Task 1

Task management skills that the attainment of project goals and objectives and the strategic planning of the organisation Skills to manage personal reactions to responsibilities and challenges in workplace and contribute to selfsatisfaction and growth

Task 1 Task 2

Learning

Skills that contribute to ongoing professional development

Task 1 Task 2

Technology

Skills that contribute to effective execution of tasks using a range of appropriate technological options and a willingness to embrace emerging technologies

Task 1

Problem solving Initiative and enterprise Planning and organising

Self management

80

Task 1 Task 2 Task 1

Task 1

LEARNER GUIDE

Appendix 2 – Qualification structure This Learner Resource, CCBC4005A Produce labour and materials schedules for ordering forms part of the C40110 Certificate IV in Building and Construction (Building) qualification. CCBC4001A Apply building codes and standards to the construction process for low rise building projects CCBC4002A Manage occupational health and safety in the building and construction workplace CCBC4003A Select and prepare a construction contract CCBC4004A Identify and produce estimated costs for building and construction projects CCBC4005A Produce labour and material schedules for ordering CCBC4006B Select, procure and store construction materials for low rise projects CCBC4007A Plan building or construction work CCBC4008B Conduct on-site supervision of building and construction projects CCBC4009B Apply legal requirements to building and construction projects CCBC4010B Apply structural principles to residential low rise constructions CCBC4011B Apply structural principles to commercial low rise constructions CCBC4012B Read and interpret plans and specifications BSBSMB402A

Plan small business finances

BSBSMB404A

Undertake small business planning

BSBSMB405B

Monitor and manage small business operations

BSBSMB406A

Manage small business finances

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Appendix 3 – Unit of competency CCBC4005A Produce labour and material schedules for ordering Modification History Not applicable Unit descriptor Unit descriptor

This unit of competency specifies the outcomes required to produce schedules of resource requirements so that orders can be placed for materials and labour for residential and commercial projects and to record and track costs as they are incurred. Knowledge of codes, regulations and approval processes, contractor systems, physical resource and supplier identification and the ability to assess the availability of and requirements for skilled labour are essential.

Application of the Unit Application of the unit This unit of competency s the needs of site managers and forepersons, estimators, project managers and builders in the construction industry with a responsibility for producing schedules for ordering materials and labour. Licensing/Regulatory Information Not Applicable Pre-Requisites

Nil

Employability Skills Information Employability skills

This unit contains employability skills.

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ELEMENTS AND PERFORMANCE CRITERIA PRE-CONTENT Elements describe the essential outcomes of a unit of competency.

Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the required skills and knowledge section and the range statement. Assessment of performance is to be consistent with the evidence guide.

Elements and Performance Criteria ELEMENT

PERFORMANCE CRITERIA

1. Identify and apply all contract conditions to the schedules

1.1 All contractual requirements are included in the schedules. 1.2 Local government and regulatory bodies ' conditions of approval are included in the schedules. 1.3 Schedules include colour selections. 1.4 Variations to contracts, raised by the client or the builder, are included in the schedules.

2. Produce material and labour schedules, overlays and orders

2.1 Nominated suppliers and contractors are detailed in work schedules. 2.2 Relevant overlay drawings are produced. 2.3 Orders include contract details and instructions. 2.4 Contract rates are applied to material and labour schedules.

3. Prepare site files

3.1 All necessary site documents are included, including approved plans and specifications 3.2 Call forward sheets are prepared detailing all orders.

4. Monitor and report on project

costs

4.1 Project costs are analysed against estimates during construction. 4.2 Approved variation costs are analysed.. 4.3 Final project cost analysis is provided.

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LEARNER GUIDE

ELEMENT

PERFORMANCE CRITERIA

5.Maintain data files of standard costs

5.1 Approved variation cost increases are incorporated into site files. 5.2 Changes to standard plans, specifications and cost files are included in site files.

REQUIRED SKILLLS AND KNOWLEDGE This section describes the skills and knowledge required for this unit Required skills Required skills for this unit are: • • • •

• • •

• •

communication skills to: enable clear and direct communication, using questioning to identify and confirm requirements, share information, listen and understand communicate information effectively within the organisation and to external agencies and the client read and interpret: - contracts - drawings and specifications use language and concepts appropriate to cultural differences use and interpret non-verbal communication written skills to: - prepare and maintain site files - produce schedules and orders identify and analyse relevant information numeracy skills to apply calculations

Required knowledge Required knowledge for this unit is: • • • •

operation and structure of the organisation's costing and contracting system state or territory building and construction codes, standards and regulations relevant to the form of building or construction being undertaken types of building or construction drawings and specifications commonly used in the industry types, scope and usage of labour through the employee and contractor systems

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EVIDENCE GUIDE The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package. Overview of assessment

This unit of competency could be assessed by the preparation of schedules for materials and labour for a building project. This unit of competency can be assessed in the workplace or a close simulation of the workplace environment, provided that simulated or project-based assessment techniques fully replicate construction workplace conditions, materials, activities, responsibilities and procedures.

Critical aspects for assessment and evidence required to demonstrate competency in this unit

A person who demonstrates competency in this unit must be able to provide evidence of the ability to:

  



identify materials required for the project and gather supply information effectively plan and allocate human and physical resources produce documentation that meets the timeframes and quality standards established by the organisation communicate information effectively within the organisation and to external agencies and the client, as required

Context of and specific resources for This competency is to be assessed using standard and authorised work practices, safety requirements and assessment environmental constraints. Assessment of essential underpinning knowledge will usually be conducted in an off-site context. Assessment is to comply with relevant regulatory or Australian standards' requirements. Resource implications for assessment include: • • • •

documentation that should normally be available in a building or construction office relevant codes, standards and regulations office equipment, including calculators, photocopiers and telephone systems computers with appropriate software to view 2D CAD drawings, run costing programs and print 85

LEARNER GUIDE

•

•

copies a technical reference library with current publications on measurement, design, building construction and manufacturers' product literature a suitable work area appropriate to the construction process

Reasonable adjustments for people with disabilities must be made to assessment processes where required. This could include access to modified equipment and other physical resources, and the provision of appropriate assessment . Method of assessment

Assessment methods must:

 

 

satisfy the endorsed Assessment Guidelines of the Construction, Plumbing and Services Training Package include direct observation of tasks in real or simulated work conditions, with questioning to confirm the ability to consistently identify and correctly interpret the essential underpinning knowledge required for practical application reinforce the integration of employability skills with workplace tasks and job roles confirm that competency is verified and able to be transferred to other circumstances and environments

Validity and sufficiency of evidence requires that:  competency will need to be demonstrated over a period of time reflecting the scope of the role and the practical requirements of the workplace  where the assessment is part of a structured learning experience the evidence collected must relate to a number of performances assessed at different points in time and separated by further learning and practice, with a decision on competency only taken at the point when the assessor has complete confidence in the person's demonstrated ability and applied knowledge  all assessment that is part of a structured learning experience must include a combination of direct, indirect and supplementary evidence

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Assessment processes and techniques should as far as is practical take into the language, literacy and numeracy capacity of the candidate in relation to the competency being assessed. Supplementary evidence of competency may be obtained from relevant authenticated documentation from third parties, such as existing supervisors, team leaders or specialist training staff.

RANGE STATEMENT The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included. Local government and regulatory bodies include:

Plans and specifications include:

Project costs include::

                   

electricity regulatory authorities environmental authorities health departments shire or municipal councils water corporations building codes colour selections contract requirements material and labour schedules materials specifications plans, sketches and drawings statements of requirements building or construction materials communications costs fuels, lubricants and other consumables organisational and subcontract labour costs overheads professional indemnity and other insurance costs project istration costs site facilities, such as toilets and storage sheds

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UNIT SECTOR(S) Unit sector

Construction

CO-REQUISITE UNITS Co-requisite units

Nil

FUNCTIONAL AREA Functional area

Appendix 4 – Sample worksheets This section of the Learner Resource provides a number of worksheets that you may find useful in this unit. The sample worksheets provided on the following pages are: 1.

Call forward sheet

2.

Purchase order

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Call forward sheet Activity ID

Task/activity

Order date


Supplier

Supplier Purchase details order No

89


LEARNER GUIDE

Purchase order

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References In addition to the websites referenced throughout this Learner Resource, the following references were used: •

Learner Resource for CCBC4008B Conduct on-site supervision of building and construction projects.

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