http://jimslater69.blog.co.uk/en-EUhttp://backend.userland.com/rss092http://jimslater69.blog.co.uk/http://data5.blog.de/design/preview/06/3f017c7dce58029704547848b29064_160x200.jpg <p>A ‘project’ is a set of inter-related activities designed to achieve specific objectives using defined resources within certain time constraints. Project management is the discipline of using a structured and systematic approach to maximise the chance of successfully achieving the objectives of the project. Experience shows that some projects succeed while others struggle to achieve their goals or might fail completely. There are some widely accepted reasons why projects fail including:</p> <p>Different ideas about what the project is supposed to achieve </p> <p>Lack of measurable steps or stages or a failure to measure them rendering it impossible to tell whether the project is on track or not</p> <p>Lack of relevant skills or experience</p> <p>Lack of understanding of the potential risks to the project</p> <p>Poor estimation of the time and resources needed to deliver the project</p> <p>Inadequate planning and coordination </p> <p>Senior management are not committed to or personally accountable for the project</p> <p>With a structured approach even very complex projects can be broken down into a series of well-organised, resourced and coordinated activities. There is no great mystery to delivering successful projects – just take time and make the effort to properly forward plan. However, all projects are collaborative efforts and a project manager’s abilities to communicate, engage and influence are absolutely critical when developing the project brief, securing commitment to it and putting it into action.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2012/01/24/recovery-from-project-fatigue-12513956/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2012/01/24/recovery-from-project-fatigue-12513956/Tue, 24 Jan 2012 19:34:32 +0100 <p>Where a project is notifiable, no contractor shall carry out construction work in relation to the project unless s/he has been provided with the names of the CDM-C and principal contractor; s/he has been given access to such part of the construction phase plan as is relevant to the work to be performed by her/him containing sufficient detail in relation to such work and notice of the project has been given to the HSE.</p> <p>Every contractor must:</p> <p>Promptly provide the principal contractor with any information (including any relevant part of any risk assessment in her/his possession or control) which might affect the health or safety of any person carrying out the construction work or of any person who may be affected by it, might justify a review of the construction phase plan or has been identified for inclusion in the health & safety file in pursuance of regulation 22(1)(j)</p> <p>Promptly identify any contractor whom s/he appoints or engages in her/his turn in connection with the project to the principal contractor</p> <p>Comply with any directions of the principal contractor given to him under regulation 22(1)(e) and any site rules</p> <p>Promptly provide the principal contractor with the information in relation to any death, injury, condition or dangerous occurrence which the contractor is required to notify or report under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995(a)</p> <p>In complying with her/his duty under regulation 13(2) take all reasonable steps to ensure that the construction work is carried out in accordance with the construction phase plan</p> <p>Take appropriate action to ensure health & safety where it is not possible to comply with the construction phase plan in any particular case</p> <p>Notify the principal contractor of any significant finding which requires the construction phase plan to be altered or added to</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2012/01/13/additional-duties-of-contractors-under-cdm-12444428/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2012/01/13/additional-duties-of-contractors-under-cdm-12444428/Fri, 13 Jan 2012 12:45:19 +0100 <p>There are a huge range of new buildings, alterations & extensions that can be built without having to apply for planning consent (which can take up to at least eight weeks or more) with all the bureaucracy, time & money that entails. This is known as permitted development, however, the following does not apply to listed buildings & you may well be restricted in conservation areas too.</p> <p>You can put up a conservatory or single storey extension as long as it’s under 70m³. At single storey level a pitched roof should not be higher than 4m to the ridge or 3m for a flat roof. Such extensions should not bring the house closer to an existing road than it already is unless it would still be a further 20m away from the property boundary. Sheds, summer houses, greenhouses, saunas, swimming pools & play houses can be erected in the garden without planning permission, but they must not cover more than half of the garden or be higher than 4m if they have a pitched roof or 3m for a flat roof. Usage of these structures does have some restrictions (ie occupied as one residence only). </p> <p>Turning a pair of semi-detached houses into a single property doesn’t need planning permission. However, you do need permission if you want to change the house back into two dwellings (building two houses on a plot or dividing a house into flats does need permission).</p> <p>You can knock down or put up partition walls, insert floors or platforms and create a granny annexe within a wing of a property (with own kitchen, bathroom, sitting room & access) without needing permission. A loft conversion doesn’t need permission if it doesn’t change the outside appearance of the property (staircases & other internal changes can also be done without planning).</p> <p>If a property hasn’t already been extended or hasn’t since 1947 you can create a two storey extension without planning, but it must not form more than 15% of the house, but the roof cannot be higher than the existing one & if it’s within two metres of the boundary it cannot be more than 4m high. Apart from listed buildings or if the property is in a conservation area, you do not need permission to install more windows & doors (even if the new windows overlook other properties).</p> <p>Off-street parking can be created in a garden & if the property is on an unclassified road (major roads & B roads are classified) permission isn’t needed for new vehicle access on to the property. However, permission will be needed regarding the technical details to drop kerbs, etc. Integral garages, outhouses & other attached buildings can be converted into the main part of the dwelling without permission.</p> <p>However, even if planning permission isn’t required for your alterations, you will need to make sure they comply with Building Regulations (a local authority building inspector must inspect & sign off the work).</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/11/29/residential-alterations-12234065/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/11/29/residential-alterations-12234065/Tue, 29 Nov 2011 13:53:54 +0100 <p>Parties commonly head documents including correspondence with the words ‘without prejudice’ when a dispute arises under a construction project. A ‘without prejudice’ document cannot be referred to in court. However, it is important to remember that a document will only be considered to be ‘without prejudice’ if it comprises a genuine attempt to settle a dispute. The question of whether or not a document is ‘without prejudice’ is a matter of substance rather than form. Therefore, labelling a document ‘without prejudice’ does not in itself mean that it cannot be referred to in court. A letter which merely asserts a claim or a defence is unlikely to be considered to be without prejudice and it is often in the interests of a party to disclose documents to the court which it has sent to the other party in the early stages of a dispute. This may help demonstrate that the other party was given reasonable opportunity to respond to a claim before the start of court or adjudication proceedings. Wrongly labelling such documents ‘without prejudice’ may lead to an expensive dispute as to whether or not the document can be referred to in court.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/11/02/without-prejudice-12106683/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/11/02/without-prejudice-12106683/Wed, 02 Nov 2011 14:05:52 +0100 <p>Where a project is notifiable, no designer shall commence work (other than initial design work) in relation to the project unless a CDM-C has been appointed for the project. The designer must take all reasonable steps to provide with his design sufficient information about aspects of the design of the structure or its construction or maintenance as will adequately assist the CDM-C to comply with his duties under these regulations, including his/her duties in relation to the health & safety file.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69 </p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/10/20/additional-duties-of-designers-under-cdm-12043405/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/10/20/additional-duties-of-designers-under-cdm-12043405/Thu, 20 Oct 2011 15:14:12 +0200 <p>Project managers must contend with demands coming from several directions from the client and the company to suppliers and the team. And you must juggle all those requests while staying on schedule, within budget and without scope creep. </p> <p>To be a good project manager, you must play up your natural mediator skills when dealing with clients. You should have a knack for getting people with opposing opinions into a situation where he or she can address the matter and look for a result. A project manager must be good at presenting the pros and cons of each position which hopefully will lead to a less emotional resolution. Remember it is people that break projects.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/10/11/maintaining-balance-in-project-management-11998796/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/10/11/maintaining-balance-in-project-management-11998796/Tue, 11 Oct 2011 13:58:46 +0200 <p>Passive, collective control measures to ensure safe working at height are those that, once installed, require no input from those they protect and which can protect more than one user at a time. Such measures include guardrails, work platforms, airbags and safety nets. While none of these will prevent a fall from occurring, they will minimise the distance and consequences of it. To do so effectively and safely, it is absolutely critical that this equipment is installed correctly by a competent person with appropriate control measures in place in terms of its management and maintenance. Failure to ensure all of this can lead to non-compliant systems being in place onsite and the end-users being exposed to unnecessary risks. </p> <p>When using safety nets as a reliable and effective method to protect those working at height the following points should be remembered:</p> <p> Only allow nets onsite that comply with BS EN 1263 – 1: 2002<br>  Ensure all nets have been tested within the last 12 months for UV degradation and are appropriately labelled<br>  Ensure only competent personnel have effected repairs to nets<br>  Ensure that full Net Registers are maintained with full records of all nets in use<br>  Ensure only trained, qualified and competent safety net riggers with appropriate CsCS cards are allowed to install nets<br>  Demand a handover certificate for all safety net installations completed by a qualified safety net rigger<br>  Ensure safety net installations are inspected by a competent person every 7 days or after adverse weather conditions<br>  Don’t allow any alterations to be made to any safety net installation by unauthorised personnel<br>  Report any damage to a safety net to the installers immediately</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/09/28/safety-net-guidelines-11932497/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/09/28/safety-net-guidelines-11932497/Wed, 28 Sep 2011 08:34:05 +0200 <p>A good project manager realises that each team member has his or her own work style and personality and they take the time to get to know the team on an individual basis. Expecting everyone to work in the same way is naive and can jeopardise a project. The ability to get the most out of your team can make the difference between a good project and a great project. When people feel empowered to perform to their best ability, they display a sense of enthusiasm and drive that benefits the overall project. </p> <p>The project manager must be able to detect each team member’s motivational factors and adjust accordingly. Some individuals are naturally more competitive than others. For some, recognition of their work is very important and there are people who value the process as much as the results that come at the end. An effective project manager will identify these specific aspects and create an environment that satisfies as many of them as possible. </p> <p>But a project manager who doesn’t respect team members as individuals and doesn’t value the judgement and input of the rest of the team can result in an over budget project and an unhappy client. </p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/09/15/playing-to-the-project-teams-strengths-11852354/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/09/15/playing-to-the-project-teams-strengths-11852354/Thu, 15 Sep 2011 18:01:27 +0200 <p>The client must ensure that the CDM-C is provided with all the health & safety information in the client’s possession (or which is reasonably obtainable) relating to the project which is likely to be needed for inclusion in the health & safety file including information relating to the Control of Asbestos Regulations 2006. Where a single health & safety file relates to more than one project, site or structure or where it includes other related information, the client must ensure that the information relating to each site or structure can be easily identified. </p> <p>The client must take reasonable steps to ensure that after the construction phase the information in the health & safety file is kept available for inspection by any person who may need it to comply with the relevant statutory provisions and is revised as often as may be appropriate to incorporate any relevant new information. </p> <p>A client who disposes of his/her entire interest in the structure only if he/she delivers the health & safety file to the person who acquires his/her interest in it and ensures that he/she is aware of the nature and purpose of the file.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/09/05/client-s-duty-in-relation-to-the-health-safety-file-11785909/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/09/05/client-s-duty-in-relation-to-the-health-safety-file-11785909/Mon, 05 Sep 2011 16:46:53 +0200 <p>Humility might not be the first leadership skill that jumps to mind in project management, but even project managers must understand their complementary role as a team player. Many project managers can be condescending to their team and feel that the title of project manager provides them with a certain power. However, you are still part of a team and your role is to make sure the team understands what is trying to be accomplished, the programme, and their individual tasks and how the tasks are related. </p> <p>Sometimes, project managers have to admit that someone else on the team is more capable of carrying out a certain task. Project managers inspire confidence and trust when they have the confidence to defer tasks to those better skilled; the ability to admit they do not know the answer and the wisdom to coach rather than command.</p> <p>Those who have a high regard for others, regardless of their experience and role, are always inspirational leaders.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twiter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/08/22/avoiding-the-power-trip-11708410/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/08/22/avoiding-the-power-trip-11708410/Mon, 22 Aug 2011 13:52:37 +0200 <p>It is the responsibility of all property owners to look after their property and maintain it in a good state of repair. If they fail to do so local Authorities through Building Standards, Development Control or Environmental Health services have powers to take action to remedy the situation. For this reason it is important to undertake regular health & safety checks as well as in the interests of public safety. It makes financial, as well as common sense, to ensure that any defects are attended to as quickly as possible. Often by putting off routine repairs, a building can deteriorate resulting in unexpected and high repair costs which could easily be avoided. If you fail to maintain the property and allow it to fall into such a state of disrepair that it becomes either dangerous or has a defect that puts public safety at risk, then local authorities have powers to ensure that the building occupants, members of the public and anyone in adjoining buildings are not put at any risk. </p> <p>Ultimately, if the local authority needs to become involved in terms of providing protective or repair works the owner will be liable for all costs incurred by them. They will undertake the minimum work required to safeguard the public which is generally in the form of securing the building. Thereafter it is the responsibility of the building owner to carry out any work. If the owner/s fails to meet their responsibilities, then ultimately the local authority can arrange for the repair work to be undertaken. Again all costs incurred by the local authority including administrative costs will be recharged to the owner/s.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/08/11/securing-abandoned-or-disused-buildings-11651331/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/08/11/securing-abandoned-or-disused-buildings-11651331/Thu, 11 Aug 2011 17:44:23 +0200 <p>With the project team in place, success is often a matter of managing multiple priorities and changes to requirements and conditions while achieving the right level of quality. A good project manager must embrace change by listening, monitoring, being proactive and consistently processing new information. But focusing on change itself doesn’t constitute agility – agility means an early and continuous focus on client’s needs, desires and project outcome. A project manager must constantly monitor the schedule, budget, health & safety, quality and client concerns. Project managers must have the forethought and confidence to engage at the right time. The best way to achieve this is to build ‘intelligence’ on the project; make assessments and engage the project team. There are two key decisive points on any projects where you need intensive oversight:</p> <p>At the planning, acquisition and design phase when you lay the foundation of everything that’s to come<br> When the project reaches about 80% completion as this is the time when projects tend to lose momentum</p> <p>Clients and the project team must be made aware of cost, time and quality implications throughout all phases of a project. Accept appropriate trade-offs and offer recommendations for timely decisions to keep the project moving forward. It’s the project manager’s role to effectively drive actions that will avoid increases in cost, programme and/or compromises in quality. </p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/08/02/project-management-agility-and-assertiveness-11591687/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/08/02/project-management-agility-and-assertiveness-11591687/Tue, 02 Aug 2011 12:47:20 +0200 <p>Where the project is notifiable, the client must ensure that the construction phase does not start unless the principal contractor has prepared a construction phase plan which complies with regulations 23(1)(a) and 23(2) and is satisfied that the requirements of regulation 22(1)(c) (provision of welfare facilities) will be complied with during the construction phase.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/07/21/client-s-duty-at-the-start-of-the-cdm-construction-phase-notifiable-11518124/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/07/21/client-s-duty-at-the-start-of-the-cdm-construction-phase-notifiable-11518124/Thu, 21 Jul 2011 15:33:12 +0200 <p>Project management is the art and science of getting things done. When you improve your project management skills, you know how to get things done quickly and even more importantly, you learn how to document the results. One common project management mistake is the assumption that there’s one meeting and everyone goes away and then the communications ends. A good project manager should know that their communications skills are not about their vocabulary. They are about how well you manage communication.</p> <p>A good project manager needs to get along with others and for people to want to be part of their team. They need to listen actively to what others have to say and know when to lead and when to get out of the way. Missed deadlines and projects that slip through the cracks are career killers. Project management skills focus on timelines and results that build reputations and give clients and team members a reason to trust. People will follow those who know what they are doing and who can generate results. Project management is a powerful leadership tool because it not only shows how to keep your eye on the purpose and end result, but it’s also about the passion to achieve and succeed.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69 </p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/07/06/project-management-skills-11434603/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/07/06/project-management-skills-11434603/Wed, 06 Jul 2011 17:35:06 +0200 <p>Project managers must start by setting the right tone and attitude among the project team and to ensure that everyone understands these aspects of the project inside and out:</p> <p> What the client wants<br>  When they need it<br>  What they can afford<br>  What they can sustain<br>  What level of quality they will accept</p> <p>A project manager can’t just guess, nor can a project team react to situations with incomplete answers to these questions. Most importantly, each team member must have a clearly defined role with a set of responsibilities and be empowered to carry them out. Without these parameters, the team will not achieve its full potential and individuals will act as individuals, attempting to maximise their own achievements versus optimising the team’s success. </p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/06/29/team-building-11392932/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/06/29/team-building-11392932/Wed, 29 Jun 2011 14:51:41 +0200 <p>Where the project is notifiable, the client must promptly provide the CDM-C with pre-construction information consisting of all the information described in regulation 10(2) to be provided to any person in pursuance of regulation 10(1). Any further information as described in regulation 10(2) in the client’s possession (or which is reasonably obtainable) which is relevant to the CDM-C for the purposes specified in regulation 10(3) including the minimum amount of time before the construction phase which will be allowed to the principal contractor for planning and preparation for construction work.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/06/20/client-s-duty-where-a-project-is-notifiable-under-cdm-11347150/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/06/20/client-s-duty-where-a-project-is-notifiable-under-cdm-11347150/Mon, 20 Jun 2011 17:19:22 +0200 <p>There are three levels of listing: Grade 1, Grade II* and Grade II (known as A, B and C in Scotland and Northern Ireland). Grade I status is granted only to the most rare and important buildings. Most residential buildings are listed Grade II. The benefits are character and craftsmanship, but the downside can be costly such as having to replace original materials and features and the need for specialist tradesmen. And there are no set rules about what you can and can’t do with a listed property. Any listed building requires building consent for any propped works internally and externally. So don’t assume that if you leave the façade alone you can take a sledgehammer to the interior.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69 </p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/06/07/listed-properties-11278282/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/06/07/listed-properties-11278282/Tue, 07 Jun 2011 14:23:57 +0200 <p>Like any undertaking, projects need to be performed and delivered under certain constraints. Traditionally, these constraints have been listed as the Project Management Triangle (scope, time and cost) where each side represents a constraint. One side of the triangle cannot be changed without impacting the others. Time constraint refers to the amount of time available to complete a project; cost constraint refers to the budgeted amount available for the project and scope constraint refers to what must be done to produce the project`s end result.</p> <p>These constraints are often competing constraints:</p> <p>Increased scope means increased time & increased cost<br> Tight time constraints means increased costs & reduced scope<br> Tight budget means increased time & reduced scope</p> <p>The discipline of project management is about providing the tools and techniques that enable the project team to organise their work to meet these constraints. Another approach to project management is to consider the three constraints as finance, time and human resources. If you need to finish a job in a shorter time you can throw more people at the project which in turn will raise the cost of the project unless by doing this task quicker you reduce costs elsewhere in the project by an equal amount.</p> <p>The time required to produce ‘deliverables’ is estimated using several techniques. One method is to identify tasks needed to produce the ‘deliverables’ documented in a work breakdown structure. The work effort for each task is estimated & those estimates are rolled up into the final deliverable estimate. The tasks are also prioritised, dependencies between tasks are identified & this information is documented in a project schedule. The dependencies between the tasks can affect the length of the overall project (dependency constrained), as can the availability of resources (resource constrained). Time is not considered a cost, or a resource, since the project manager cannot control the rate at which it is expended. This makes it different from all other resources and cost categories. It should be remembered that no effort expended will have any higher quality than that of the effort expenders.</p> <p>Cost to develop a project depends on several variables including resource quantities, labour rates, material rates, risk management, cost contingency, earned value management, plant (ie buildings and machinery), equipment, cost escalation, indirect costs and profit.</p> <p>Scope is the requirements specified for the end result. The overall definition of what the project is supposed to accomplish and a specific description of what the end result should be or accomplish. A major component of scope is the quality of the final product. The amount of time put into individual tasks determines the overall quality of the project. Some tasks may require a given amount of time to complete adequately but given more time could be completed exceptionally. Over the course of a large project quality can have a significant impact on time and cost (or vice versa).</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69 </p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/05/26/project-management-triangle-11218076/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/05/26/project-management-triangle-11218076/Thu, 26 May 2011 12:03:36 +0200 <p>Under the Control of Asbestos Regulations 2006, where any organisation (including asbestos contractors) undertakes licensable work, they must notify the appropriate enforcing authority of their work. This gives the enforcing authority the opportunity to assess the proposals for carrying out work and to inspect the site either before or during the works. In most circumstances, the client who wishes to carry out the work will normally be required to notify the relevant enforcing authority fourteen days before any work begins. However, the enforcing authority may allow a shorter period known as a waiver or dispensation. The HSE will only grant a waiver when there is a genuine emergency or equally pressing reason and not to accommodate lack of planning or foresight. </p> <p>Any waiver request must be made on an ASB5 form along with a suitable and sufficient method statement. In addition, the waiver request must be supported by a written confirmation from the client to support the request, detailing what the client deems the emergency or other pressing reason to be. There may also be cases where disaster recovery work is required at very short notice. In these circumstances, waiver requests must be made as soon as possible and the work must be limited to what is necessary. Where it transpires that this work is not a genuine emergency, the HSE will then consider taking enforcement action, amend the license to work with asbestos or refuse to accept further waiver requests from that company.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69 </p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/05/18/hse-asbestos-removal-waiver-request-11173816/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/05/18/hse-asbestos-removal-waiver-request-11173816/Wed, 18 May 2011 11:45:15 +0200 <p>Where a project is notifiable, the client must appoint a CDM Coordinator (CDM-C) to perform the duties specified in regulations 20 and 21 as soon as is practicable after initial design work or other preparation for construction work has begun. After appointing a CDM-C the client must appoint the principal contractor to perform the duties specified in Regulations 22 to 24 as soon as is practicable after the client knows enough about the project to be able to select a suitable person/company for such appointment.</p> <p>The client must ensure that appointments are changed or renewed as necessary to ensure that there is at all times until the end of the construction phase a CDM-C and principal contractor. </p> <p>The client must also be deemed for the purposes of CDM Regulations to have been appointed as the CDM-C or principal contractor, or both, for any period for which no person (including him/herself) has been so appointed and accordingly be subject to the duties imposed by Regulations 20 and 21 on a CDM-C or, as the case may be, the duties imposed by Regulations 22 to 24 on a principal contractor, or both sets of duties. </p> <p>Any reference in this regulation to appointment must be in writing.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69 </p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/05/03/client-appointments-for-cdm-notifiable-projects-11093213/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/05/03/client-appointments-for-cdm-notifiable-projects-11093213/Tue, 03 May 2011 08:51:09 +0200 <p>When embarking on any construction project you must ensure you’ve budgeted for professional and legal costs; lender, valuation and arrangement fees; site insurance; structural warranties; foundations and any unforeseen costs incurred. </p> <p>Break your costs down and get your project manager to implement a fixed price contract with the contractors. Also, agree payment terms with them before work starts and do not promise payment terms that you may not be able to keep to (ensuring the payments made to contractors’ link in with the release of monies from your lender if you’re borrowing funds). </p> <p>Have a healthy 20% contingency at the minimum and if you ask your contractors to undertake additional work while he/she is on site make sure your project manager provides you with an estimate or fixed price for the works in writing. </p> <p>It is easy to budget for the large items, but it’s usually the addition of smaller items that brings a project over budget. And remember to bear in mind that inclement weather conditions can add to the cost of your project.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/04/20/building-to-a-budget-11031560/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/04/20/building-to-a-budget-11031560/Wed, 20 Apr 2011 08:11:55 +0200 <p>Sustainability lies at the heart of construction with the objective being to create buildings that are healthier for occupants & for those in the immediate vicinity; the natural environment and which use fewer resources & are cheaper to run. </p> <p>To be sustainable you need to consider the following:</p> <p> Improved resource efficiency (gas, electricity, water, fuel and materials)<br>  Reducing operating costs (waste disposal & landfill)<br>  Improving quality of good, services and regulatory compliance<br>  Reducing environmental and health & safety accidents and incidents<br>  Minimising risks of legislative breaches and prosecutions<br>  Protecting and enhancing company image and reputation<br>  Meeting client needs (responsible product sourcing)<br>  Retaining good staff and keeping training costs down<br>  Increasing productivity and profitability<br>  Increasing competitiveness through differentiation</p> <p>National and international standards that apply to the construction sector with regard to sustainability include:</p> <p> BS 25999 Business Continuity Management<br>  ISO 9001 Quality Management Systems<br>  ISO 14001 Environmental Management Systems<br>  BS EN 16001 Energy Management Systems<br>  BS OHSAS 18001 Occupational Health & Safety Management Systems<br>  PAS 99 Integrated Management Systems<br>  BES 6001 Responsible Sourcing of Construction Products</p> <p>The primary objective within any construction is to make it better value. Standards provide a systematic framework to identify issues and put controls in place to manage and monitor organisational issues. </p> <p>Not only will you be more efficient and profitable, but you will also improve your reputation for being a responsible organisation when it comes to people and the environment.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/03/28/sustainability-in-construction-10902816/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/03/28/sustainability-in-construction-10902816/Mon, 28 Mar 2011 09:35:01 +0200 <p>No contractor shall carry out construction work in relation to a project unless any client for the project is aware of his/her duties under CDM regulations. Every contractor must plan, manage and monitor construction work carried out by him/her or under his/her control in a way which ensures that, so far as is reasonably practicable, it is carried out without risks to health & safety.</p> <p>Every contractor must ensure that any contractor whom he/she appoints or engages in his/her turn in connection with a project is informed of the minimum amount of time which will be allowed to him/her for planning and preparation before he/she begins construction work. Every contractor must provide every worker carrying out the construction work under his/her control with any information and training which he/she needs for the particular work to be carried out safely and without risk to health, including:</p> <p> Suitable site induction where not provided by any principal contractor<br>  Information on the risks to their health & safety identified by risk assessment under Regulation 3 of the Management of Health and Safety at Work Regulations 1999 or arising out of the conduct by another contractor of his/her undertaking and of which he/she is or ought reasonably to be aware<br>  Measures which have been identified by the contractor in consequence of the risk assessment as the measures he/she needs to take to comply with the requirements and prohibitions imposed upon him/her by or under the relevant statutory provisions<br>  Any site rules<br>  Procedures to be followed in the event of serious and imminent danger to such workers<br>  Identity of the persons nominated to implement those procedures</p> <p>Without prejudice, every contractor must in the case of any of his/her employees provide those employees with any health & safety training which he is required to provide to them in respect of the construction work by virtue of regulation 13(2)(b) of the Management of Health and Safety at Work Regulations 1999. </p> <p>No contractor shall begin work on a construction site unless reasonable steps have been taken to prevent access by unauthorised persons to that site. Every contractor shall ensure, so far as is reasonably practicable, that the requirements of Schedule 2 are complied with throughout the construction phase in respect of any person at work who is under his/her control.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/03/16/duties-of-contractors-under-cdm-10838344/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/03/16/duties-of-contractors-under-cdm-10838344/Wed, 16 Mar 2011 16:08:09 +0100 <p>As tempting as it sounds, delegating doesn’t mean responsibilities just disappear. It’s not a case of just letting go. If, as a project leader, you let go completely, you might as well not be involved. The art of delegation is being able to empower the people to do their own work, continuously measuring the outcome and not step out of the picture:</p> <p> Establish tools and methods of communication<br>  Set an agenda and a consistent schedule for meetings<br>  Follow up after meetings to hold people accountable for resulting action items<br>  Be specific about how each team member’s part of the project ties into the whole project<br>  Maintain control by taking an agile approach to scheduling and be clear about timelines<br>  Put an emphasis on small increment planning and assess what is working and where improvements need to be made<br>  Focus on the more immediate future and adapt rapidly as project conditions change<br>  Set regular checkpoints to safeguard that things don’t go ‘too far’ off the rails<br>  Step back but be there to help</p> <p>However, all the safeguards in the world, won’t keep people from making mistakes. Give people the opportunity and have a fail-safe plan in place because you have to expect people to make mistakes. But give people space to learn as no one is going to be perfect at first. </p> <p>Primary actions necessary to deal with mistakes:</p> <p> Acknowledge the error as this can immediately begin a ‘recovery’ process<br>  Make restitution and if appropriate apologise and determine how best to deal with the effects of the mistake<br>  Learn from the mistake by looking for changes that can be made to ensure it doesn’t happen again<br>  Don’t allow a mistake to interfere with your duties going forward </p> <p>And that’s why project leaders must be ready to step in to help the team correct problems and learn from mistakes. Once unshackled from some of the mundane tasks that take up so much time, you can focus on activities that add more value. Trusting that a capable, engaged team are at work, a strategic plan is in place and communication lines are open allows you to focus on the project’s ultimate scope and vision, communicate with the client and make sure the team are being challenged, succeeding and receiving the recognition they deserve.</p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/03/07/the-art-of-delegation-10775350/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/03/07/the-art-of-delegation-10775350/Mon, 07 Mar 2011 17:20:53 +0100 <p>Work related illness costs the UK an estimated £10 billion every year with musculoskeletal conditions common to workers in construction accounting for £5.5 billion of this figure and thought to be responsible for 25% of working days lost through absence. It is equally sobering that twenty skilled workers (ie plumbers & electricians) die every week from asbestos related disease and twelve construction workers die every week from silica related lung cancer. Further data from the HSE confirms the magnitude of occupational health issues in the construction sector with 88,000 people currently working or recently employed in the sector are suffering from an illness caused or made worse by their job. Most work related health disorders suffered by UK construction workers fall into one of the following categories:</p> <p> Musculoskeletal disorders (MSDs)<br>  Hand Arm Vibration Syndrome (HAVS)<br>  Noise induced hearing loss<br>  Skin disorders<br>  Respiratory diseases<br>  Work related stress</p> <p>Despite the fact that construction workers have one of the highest rates of occupational ill health, awareness of the issues listed above are mainly restricted to the larger contractors. </p> <p>This lack of knowledge is compounded by the fact that employers in the sector are not sure where to go for professional advice. </p> <p><a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a><br> Twitter: JimSlater69</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/03/02/occupational-health-in-construction-10741578/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/03/02/occupational-health-in-construction-10741578/Wed, 02 Mar 2011 12:34:47 +0100 <p>It is very hard for even the best consultants to deliver successfully if they don`t have a clear idea of what you want to achieve. They won`t be able to second guess what you want, but they might make up objectives which will inevitably suit their purposes rather than yours. If you don`t have clear objectives, think about commissioning a feasibility study which will firm up the scope of work. Getting this right will save a lot of time & problems later.</p> <p>Make sure that the work will be high on their list of priorities. You are more likely to get your dream team if you are one of a few clients rather than one of many. They will value your custom more & be better value for money.</p> <p>Always make sure you meet all of your design team before you appoint a consultant. You may have been offered a wonderful solution & group of people on paper, but unless they are a good cultural fit with you, the rest of the team & your organisation they are unlikely to be able to deliver. A face to face meeting is the only way to determine that the all-important chemistry exists between you.</p> <p>Your consultants will only deliver you their best if they are on site, are part of the team & have the right access to vital information. Make sure all this is set up from day one. Believe it or not a consultant`s biggest barrier to achieving success is the client. Make sure there is one person accountable (ie your project manager) for the consultant`s work & ensure that this person has sufficient authority, time, knowledge & passion to work with the consultants to help them succeed. </p> <p>Good consultants can move mountains, but someone needs to be on hand to tell them which ones to move.</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/02/26/the-project-team-10698262/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/02/26/the-project-team-10698262/Sat, 26 Feb 2011 16:37:35 +0100 <p>No designer shall commence work in relation to a project unless any client for the project is aware of his/her duties under CDM. Their duties must be performed so far as is reasonably practicable, taking due account of other relevant design considerations. Every designer must in preparing or modifying a design which may be used in construction work avoid foreseeable risks to the health & safety of any person carrying out construction work; liable to be affected by such construction work; cleaning any window or any transparent or translucent wall, ceiling or roof in or on a structure; maintaining the permanent fixtures and fittings of a structure or using a structure designed as a workplace.</p> <p>In discharging their duty, the designer must eliminate hazards which may give rise to risks and reduce risks from any remaining hazards and in so doing must give collective measures priority over individual measures.</p> <p>In designing any structure for use as a workplace the designer must take account of the provisions of the Workplace (Health, Safety and Welfare) Regulations 1992 which relate to the design of, and materials used in, the structure. The designer must take all reasonable steps to provide with his/her design sufficient information about aspects of the design of the structure or its construction or maintenance as will adequately assist clients; other designers and contractors to comply with their duties under CDM.</p> <p>Don't forget to check out <a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a></p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/02/16/cdm-duties-of-designers-10604030/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/02/16/cdm-duties-of-designers-10604030/Wed, 16 Feb 2011 11:38:31 +0100 <p>Legal professional privilege is the right of an individual or an organisation to consult lawyers about their legal position and to have the privacy of those consultations respected. In most circumstances, the information that arises from such consultations is privileged from disclosure to another party or from being seized by a law enforcement agency. </p> <p>Don't forget to check out <a href="http://www.jimslater.co.uk">www.jimslater.co.uk</a> </p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/02/10/privilege-prejudice-10556246/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/02/10/privilege-prejudice-10556246/Thu, 10 Feb 2011 14:23:45 +0100 <p>Where a design is prepared or modified outside the UK for use in construction work to which CDM Regulations apply the person who commissions it, if he/she is established within the UK ; or if that person is not so established, any client for the project, must ensure that Regulation 11 Duties of Designers is complied with.</p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/02/07/designs-from-outside-the-uk-under-cdm-10531755/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/02/07/designs-from-outside-the-uk-under-cdm-10531755/Mon, 07 Feb 2011 09:40:22 +0100 <p>Carrying goods by road or rail involves the risk of traffic accidents. If the goods carried are dangerous, there is also the risk of an incident, such as spillage of the goods, leading to hazards such as fire, explosion, chemical burn or environmental damage. Most goods are not considered sufficiently dangerous to require special precautions during carriage. However, some goods have properties which mean they are potentially dangerous if carried. </p> <p>Dangerous goods are liquid or solid substances and articles containing them that have been tested and assessed against internationally agreed classification and found to be potentially dangerous when carried. Dangerous goods are assigned to different ‘classes’ depending on their predominant hazard. The Carriage of Dangerous Goods and Use of Transportable Pressure Equipment Regulations 2009 (No. 568) CDG 2009 deal with the carriage of dangerous goods, the purpose of which is to protect everyone either directly involved (eg carriers) or who might become involved (eg emergency services and the public). Regulations place duties upon everyone involved in the carriage of dangerous goods to ensure that they know what they have to do to minimise the risk of incidents and guarantee an effective response.</p> <p>Carriage of dangerous goods by road or rail is regulated internationally by agreements and EU Directives with biennial updates of the directives take account of technological advances. New safety requirements are implemented by EU member states via domestic regulations which for the UK directly reference the technical agreements. CDG 2009 regulate the carriage of dangerous goods by road are highly prescriptive. The regulations were substantially restructured for 2009 with direct referencing to ADR for the main duties. This guidance does not include reference to the carriage of radioactive substances. The regulations do allow certain exemptions that arise from the way the EU Dangerous Goods Directive is worded and the UK has a number of derogations from that directive. Many ‘duty holders’ will need to appoint a ‘dangerous goods safety advisor’ and thus should have access to the specialist knowledge needed to navigate the regulations. </p> <p> <small> <a href="http://jimslater69.blog.co.uk/2011/02/01/carriage-of-dangerous-goods-10485192/#comments">Comments</a> </small> </p> http://jimslater69.blog.co.uk/2011/02/01/carriage-of-dangerous-goods-10485192/Tue, 01 Feb 2011 15:14:41 +0100