Qualification - Higher National Diploma in Construction and the Built Environment (Surveying)

Unit Name - Group Project

Unit Level - Level 5

Unit Number - Unit 22

Assignment Title - Group Project

Learning Outcome 1: Assess individual and group skills in order to allocate roles within a collaborative team.

Learning Outcome 2: Plan a construction project, based on the Pearson-set theme, in collaboration with others to ensure good practice in resource management, staffing and project scheduling.

Learning Outcome 3: Prepare tender documentation; undertaking work appropriate to a defined role within a team.

Learning Outcome 4: Evaluate own work, and the work of others, in a collaborative team.

Project managers are mindful of the productivity of teamwork and are helpful in the team environment. Teamwork offers the opportunity to manage tasks efficiently. It lets project professionals tackle challenges and speeds up their goals' accomplishment. Teamwork means that resources are properly handled and that the execution of a project requires less time. Effective coordination can help to save, maximize success and eventually improve profitability for projects. It also contributes to project quality and individuality. To create a stronger atmosphere for innovation as people(Tullar, n.d.) work together. This is of course happening when multiple things are brainstormed and exchanged. To develop more successful methods to finish the project with each team member contributing new ideas. There are plenty of opportunities for your team members. Acting as a team facilitates risk control. You may be likely to take less risks as a result of personal and workplace repercussions(Cusack, n.d.) of loss by assuming your own responsibility. In a band, if something falls apart, you have the support of other members. Know that good risk assessment, as a competent project manager, will allow you to reduce the risks inherent with a project by letting you analyze the effect before taking a concrete plan of action. A team consists of special members. This variety leads to the progress of the project but can also lead to disagreements. In order to settle the disputes, project managers and team leaders should take responsibility and in certain situations, organizational administrators should not be involved. This helps you to develop your skills and encourage those in the team to do the same.

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Evaluate everyone own skills and discuss through self-auditing or brain storming and review. Highlight each person's strength and weakness.


Your team is very important to know to get them out from bed in the morning, and the rewards are much more than just a little conversation subject while you wait for your coffee in the morning. Strong team leadership is about finding time with the employees, keeping up with them and solving things as fast as possible. Use this to inspire the workers constantly if there is little excitement. Tighten your staff up and work together. Prove that the companies are respected by making their objectives open, providing opportunities and resources for them. Employers are searching for people with great team capabilities for many reasons - including teamwork, cooperation and good communication. Employers are demanding squad members from workers. Nearly any industry needs coordination, ranging from corporate solutions to IT to food services.

This is valid even though the role seems to be more suitable for an independent worker. You can do the majority of your job alone but can think of your jobs and relate your success to those within the organization(Yamazaki, n.d.) within the wider interests of this business. Skill for the team member that is required for the completion of the project on time.

• Being able to make decisions is also crucial to moving things forward. Although it may beimportant to take time to gather information to ensure that the decision is right, there may come a time when any decision is better than none.

• Both Shapers and Display Critics are good decision-makers. However, shapers tend to focus easily for themselves and may then fail to negotiate. Control assessors appear to take the correct conclusion from the available data and will steadily determine whether evidence is missing.

• Task-focused individuals are also inclined to solve problems, particularly when the problem involves the task. In order to address the dilemma, businesses pursue new solutions and the implementers turn ideas into tangible actions. Shapers will look at the big picture(?????? ????????? ? ??????, n.d.) and the overarching strategy and make sure the answer does not change the course.

The solution to the dilemma.

• Good coordinators, team-workers and analysts are good at visual, listening and interviewing. They are working tirelessly to ensure that the group integrates properly, thereby ensuring that there are no misunderstandings or uncompromising disagreements between the team members. They help establish relationships with others and build a consistent squad.

• The motivation and control is one of the core fields of process expertise. For eg, if the community is to make a collective conclusion, many participants may need to be informed of the merits of a certain course of action.

• Basically, handling a process makes it simpler or easier. Strong skills in promoting collaboration are also important, but sometimes mistakenly they are only crucial to the management of workshops.

• In any team-work scenario, giving and getting reviews well is important. It is important to keep the community process running smoothly and to prepare to provide direct, effective input to others. It also serves to ensure that you are not upset and irritated(Tullar, n.d.) at the actions of others. Therefore, you must also accept graciously input and then act peacefully on it.

Develop role descriptions and responsibilities with your own team of 3 to4 within your own team. That is to find out what needs to be done in a project selected by the team.

To concentrate on delivering job applications reliably according to expectations, we expect that Company will still deliver performance. This is my team's joint responsibility, but I am part of my team. I have to keep my staff and my department(Yamazaki, n.d.) aware of any problems so that I can do my job and everyone is aware of them. To help eradicate challenges posed by my staff and department in order for no one to be stopped and to concentrate on building trust for the group. In order to successfully conduct the activities delegated to me by my colleagues or the whole organization to strengthen our operating procedures and processes on an ongoing basis. The staff and department dedicated themselves to upholding the practices and values which are important to me, to make our work effective and of the highest standard.
The role and responsibilities of the team member to complete the project on time are following-

• To guarantee the goods follow the acceptability requirements, so that we don't spend time to rework them.

• To guarantee that all work is checked properly before it is sent to the client so that we don't spend time reworking to fix bugs because it has been found to be much more costly than addressing them first.

• I have decided at the moment that I am in my office and ready to begin work*, so that I do notserve as a hindrance to everyone else, and both of us are able to get the most from our time at work.
• To attend staff meetings easily, like stand up, retrospect and preparation, so that we don't lose time.

• I have the confidence to say that something isn't successful and to take the initiative so that we can handle discontent at an early level and don't let it get worse later.

• Engage to complete their assignments and help them reach deadlines.

• Involved in the work of other team members and openly exchanging information.

• Focus rather than blaming others for fixing problems.

Many considerations must be taken into account for assigning the jobs to a team, as if the right person gets the right task, team and person productivity will improve too much and this will lead to flawless and deadline driven work. When members of the team are granted jobs(Cusack, n.d.), they think about their expertise, knowledge, skills, workloads and progress perspectives. As task packages are prepared, the work allocated and the predicted amount of outcomes are carried out by the limited team members. Try to find differences in the interests and activities of all team members. Aim to be versatile to make team members ask questions, advise and explain the mission to be completed. Enhances their responsibility to identify and document the progress of a larger schema in terms of completion periods - e.g. by tracking the quincentile and reviewing their status.

Discuss the allocation of roles among the team for the selected project of the group choice. It can be a design, construction or a maintenance project but can be complete within 3 to 6 months. (M1)

Do not focus just on practical skills for your team selection. Personal behaviour and qualities should be used in evaluation criteria, to give the candidate a wider view. Official findings of performance analysis, primary conduct metrics and former colleagues, supervisors and direct reports evaluations are included. For starters, have you been given a favourable review lately, or have you been promoted? Have they ever displayed a team spirit in previous ventures or is the action of the project derailing? All these are crucial questions that should be known to a project manager before an employee is hired.

For allocation of the work to a team many things have to be considered because if the right person get the right work then the efficiency of the team and individuals will increase too much and, that leads to the perfect and deadline oriented work. When team members are assigned work they think of their talents, experience, abilities, workloads and of course prospects for progress. When the job packages are scheduled, brief team members are responsible for the work(Walker, n.d.) they have been delegated and the anticipated level of results. Seek to uncover gaps in any team members' preferences and job practises. Try to remain versatile and allow team members to ask questions, propose and explain the job they were delegated to do. Contribute to them in terms of completion deadlines, their duty to establish and track the progress of a more comprehensive schedule - for example by quincentile monitoring and status updates. For giving the right work to the right team member, following point should be considered-- If we keep looking at a team as a system, we know that the people there are somehow interlinked. If your team research is a working team, a football team, a family system, etc., it remains real that its participants affect each other, and maybe more than you believe. If a person has not successfully completed his or her mission, the success of other people will be impacted. However if the team were mindful of the synergy by, say, organizing daily sessions, brainstorming or referring to a common mission and intent, this may have avoided miscommunication or demotivation. So do not look at workers separately when doing the research, see if they co-exist and function together.

Check for interaction trends among members- You need to learn how you relate to the team. For example who deals with who more, who reports to whom, where is there the risk of misunderstanding? What is the hierarchy? Is the exchange between members lacking? Ses factors will help you understand how a system flows, and whether it needs more fluidity or not. You can understand how the members of the team are interacting, understanding the personality of a team. Will they be guided more explicitly or would they refuse to discuss a dilemma with a peer, for example? Is their presence very visible or disruptive within a group and do they prefer having others initiate communication with them? Others will require constant reassurance, whereas others are more independent. In any case, you must consider their innate tendencies, though it might not always be so evident.

Identify subsystems/alliances- When a team is like a machine, it is possible to create independent subsystems. In other words, some partnerships can be built within a variety of groups and it can be useful to understand the dynamics of your team by defining these smaller networks. For many reasons, subgroups may form. They may for example share a particular role or skill, which binds them more than others, or because of other less labor-related factors such as age, beliefs, interests, gender or even the same generation. Your team research also also relies on the identification of these smaller groups since this will help you determine when and where a lack of coordination occurs and whether these subgroups can easily be infiltrated by others. Work teams may often shape cliques and it can often be a very challenging atmosphere in which to work without being part of the clique. You may feel less inspired or less valued.

Team analysis implies the community norm- You can now make a move forward to see the team as a whole to decide the global expectations by fit assessments now that you have identified the various units or subdivisions of a community. For example, what are the group's trends? Are you dealing with people whose actions and character are remarkably very similar? Or does their method vary greatly a team report not only offers you a summary of the team's features and features, but also offers you growth needs to help you create a sound Coaching Action Plan. The creation of a community standard is a non-invasive and objective way to create a complete portrait of a team without discrimination or prejudices. To start such a detailed review, the entire team structure must not only be looked at, but its interrelated pieces must be seen.

Justify the allocation of roles and responsibilities within your team, recognizing individual skills and goals against project requirements of your selected project. (D1)

The work given to the member is perfect because the work is allocated after the discussion and brain storming. Many methods such a seat process observation and many other things have been done for the justification. The team focuses constantly on the priorities you are trying to accomplish and emphasises the degree of dedication and dedication which you foresee, Morgenstern says. "There needs to be a clear and repeated value that everyone should contribute their talents, abilities and energies equally," she says. She says, "people have to pull their weight" and are able to support each other. One concern is that the staff do not all work at the same pace; what could take Marian for an hour may take Jim for the whole day. One problem is that it is equal and egalitarian. In other words, it could not look like this even though the workload is "even." "It is important that your staff understand that you don't match productivity with hours," Davey said. She says the easiest way to do so is to publicly commend good results independent of the working hours.

Develop a project plan to ensure successful completion of the project. This project management plan shall be in the form of a bar chart of activities.


After the designation of the project team, the second phase of the project management cycle is ready, namely the comprehensive project preparation period. You can now start the project management cycle.

Plan preparation is at the core of the life cycle of the project which shows everyone concerned where and how to get there. The preparing process consists of the recording of project schedules, the description of project success and specifications and the design of a project schedule. It provides a series of plans to support the staff in executing and closing the project. During these processes, the plans will help you control your time, expense, efficiency, improvements, risks and related problems. They support your workers and foreign partners to ensure your project is completed on schedule, on time and on budget.
The project preparation process is also the most daunting phase(Walker, n.d.) for a project manager, so you need to know more about the people, services and equipment required to complete the project. You will also need to schedule and contract third parties' correspondence and acquisition operations.
• The goal of the planning stage of the project is:
• Set criteria for company
• Set the rate, plan, supply list and delivery dates
• Set up resource plans
• Approve management and progress to the next level
The main project preparation processes are
Scope Preparation - Specification of the project scope specifications to allow job breakdown structure formation
Preparing the job structure - explaining the project's breakdown of activities and undertakings
Creation of project schedules - listing the whole timetable and explaining the execution sequence
Resource preparation - shows who's going to do what job and that there are special qualifications to conduct the project activities
Budget preparation - determines the estimates to be incurred at project completion
Planning sourcing - relying on providers outside the business and subcontracting
Risk assessment - risk preparation and optional action procedures and prevention techniques risk management
Performance preparation - assessment of qualitative parameters for the project
Relations preparation - communication approach design for all ventures

The planning process refines the goals of the project that were obtained during the start-up phase. It involves planning the actions taken to accomplish those targets by also specifying the particular tasks and services needed to complete the project. These priorities are now known and must be explicitly defined and an exhaustive review of each understood target must be undertaken. Our perception of the target will shift with such an inspection. Sometimes, the very act of attempting precisely to explain something makes(Walker, n.d.) one understand more precisely what we are looking at. The basis for the creation of demands is this Articulation. That means we can define a goal in concrete (measurable) terms after it has been explicitly articulated and can understand what we must do in order to accomplish it. Obviously, our desires would be misdirected and the resultant project would not be a genuine need if we do the wrong function in articulating the goal.

Illustrate the resources planning including the human, equipment and put them into the time programme or plan.


Management of resources is an effective and efficient deployment of the resources of an entity as necessary. Such services may include financial, inventory, expertise, development resources or IT . Processes, methods and philosophies were developed in the area of project management to offer the right solution to resource distribution. This provide debates on functional and cross-functional distribution of capital as well as on procedures funded by organizations, such as the PMI, by the project management approaches illustrated in their publication A Project management guide on the information body Project Management (PMBOK). Management of capital is a central factor of forecasting (Yamazaki, n.d.)operations and overseeing human resources programmes. As in the broader area of project management, applications for handling resources is available to simplify and facilitate the resource distribution process for projects.

Resource are individuals, machinery, location, money or something else you need to do all the work you plan to do. Each activity in your list of activities requires support. You need to know their availability before you can devote money to your project. Availability of services requires information about the resources to be accessed, where they are accessible and the terms of their accessibility in relation to your project. Note, certain services, such as advisors or conference centres, may be prepared and could be accessible only at certain times. Before you can prepare your idea, you may need to know this. A June wedding is more difficult to prepare in January than it is in December as it (Yamazaki, n.d.)is all booked in advance. This is undoubtedly a restriction of wealth. You would still have to remember how the company usually operates.

Resources estimation
• The purpose of activity resource assessment is for each activity in the activity list to distribute resources. The calculation of activities capital is based on five methods and techniques.
• Expert appraisal involves taking professionals who have done this kind of work before and getting their perspectives on the appropriate tools.

• Alternative review ensures that many alternative options for allocating capital are taken into account. This covers various tools and the type of resources that you need. Sometimes there is more than one way to conduct an operation and alternate research allows to distinguish between alternatives.

• .They use articles, books, magazines and newspapers to gather, evaluate and publish information from ventures by other people.

• Bottom-up calculation involves separating dynamic tasks into pieces and creating the distribution of capital for each piece. This is a method for calculating and then applying a cumulative estimate of individual operation capital or expenses. Bottom-up forecasts are an incredibly reliable way to predict, as long as estimates are accurate at expected operation stage. Based on the assumption that any operation must be measured and correctly calculated, it takes some time to measure the bottom up. The more the operation is smaller and informative, the more precise and expensive the procedure.

Estimate period of action

You have everything you need to find out how long each task takes, after you have completed an activity resource estimate. This is achieved in a method known as calculation of task length. You analyze the complexity and resources of each task(Walker, n.d.) in the activity list and determine how long it takes for it to take.

Estimating the length of an operation includes beginning with the knowledge that you have for that activity and the resources available to it and then making an estimation for the project team. You start with a rough approximation most of the time and then develop it to make it more precise. To build the most reliable forecasts you will use these five methods and techniques-

• Your project team members will judge professionals who are acquainted with the work to do. There's a significant chance that your calculations will be incorrect, if you don't have their view.

• An related assessment is where you look at identical tasks and how long they have taken from past initiatives. This works only if there are related practices and services.

• Parametric calculation involves plugging the project data into an approximate shape, tablet, data base or computer software. A database of current durations of previous projects is used for the programme or formula used to analyze parametric results.

• The 3-point estimation is where you arrive at three numbers: a reasonable estimate that will most likely exist, a positive estimate that reflects the best outcome, and a negative estimate that represents the worst case. The weighted average of the three is the final calculation.

• Reserve consideration will require providing more time to the timetable for additional risk (called a backup reserve or buffer).
Stakeholders and functional administrators should approve and sign the project plan. This guarantees that they learn, grasp and agree with the timetable and with the resource obligations. You may also seek assurance of the availability of services as defined in the plan. Until the consent and dedication of the services outlined therein is received, the schedule will not be finalized. Once the timeline is accepted(Cusack, n.d.), the rest of the project will be the base. In order to assess if the project is on schedule as scheduled, progress and execution of projects is managed and tracked with the project planned.

The schedule can be seen in different ways, including variants on what you saw previously. The network planning diagrams will work as planning diagrams as each operation has its starting and ending dates.

You must report the outcomes until the assessment is complete. This provides a historical record to teach the future. Give the partners your report and keep them up-to-date with the project success.(Anon., n.d.)

How will the study be disseminated? There may be a protocol in the company for this. The stakeholders may choose a meeting to face the results. Or you might like to receive PDFs with graphs and charts that you can read quickly. You need to know and target the audience and their favourite format.

The critical path approach is a key way to track your programmes. There is something known as a vital path(Yamazaki, n.d.) on each network diagram The first operation in the network usually begins and usually finishes with the second.

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5. Develop the construction drawings and write up the project construction specifications. So it is better a construction project. Building drawing is the general concept used for sketches that are inserted into the tender paperwork and ultimately into the construction contract papers. This ensures that the terms of the deal between the employer and the contractor take on legal value.

The key goal of the building diagrams is to demonstrate what is to be constructed. Building drawings should be succinct and coordinated so as to eliminate misunderstanding and misunderstanding as much as possible. By accurately organizing the sketches, delays and misunderstandings may be reduced.

Details of the components, standards and technologies needed to complete the work would be listed. The designs have a visual representation that demonstrates how the components are organised, descriptions, proportions, etc. Often they which include any details defined in the specifications, however this is prevented by defining the information instead of by duplicating it, if necessary. If the crossover occurs, caution must be taken to ensure there there is no misunderstanding in order to ensure optimal (Cusack, n.d.)synchronization. If the two vary, the requirements appear to precede the sketches. If the two differ.

Tendy to consist of a full collection of building sketches, which together reflect the whole structure, including floor plans, elevations, parts and detailed drawings. Any large company would have different business drawings for several ventures, e.g. electrical, plumbing etc.

During the planning and construction of buildings several various styles of sketches may be used. Few of the most common styles of drawings with links to articles provide further detail are mentioned below.

In building programmes, modifications during construction are always made due to on-site conditions. As a consequence, as designed sketches are typically developed to reflection on what was actually made, either during the construction process or when building is completed.

In general, the contractor can label modifications(?????? ????????? ? ??????, n.d.) onsite to the drawings of the "final construction issue" with the aid of Red Ink, which will be used to produce records of a finished project by the consultancy team.

Drawings of more than one part may be used to represent components. They demonstrate how they work and may include orthogonal plans, parts and elevations or three-dimensional views that show the assembled components or the explosive view that reveals how the components communicate and fit.

Building drawing offers dimensioned schematic details and can be used by a contractor for building works or by manufacturers for producing materials or installing or assembling components. They form part of 'development information,' in addition to designs and bills of working amounts or schedules, which is prepared by planners and forwarded to building teams to allow construction to be completed.

Design drawing is used to generate and share thoughts on design creation. At the beginning, they should only show the customer a certain design team's willingness to carry out the design. It can be used to create and convey the study, to explore possible locations, to determine alternatives, to develop a cohesive and organized concept, etc.

The geometric shape of an entity, such as house, a bridges, tunnels, machinery, plant and so on is detailed in the drawing below. They are usually broad drawings displaying in depth pieces that can be used in general arrangement drawings in less detail.

An electric diagram is a form of technical drawing that provides a visual description of an electrical device or a circuit, also known as a cable diagram. The electricians or other staff who use them to help build the power supply system(Yamazaki, n.d.) are used to communicate the technical specification.

6. Prepare a cost plan for the project. You may also depict for a cash flow analysis for the entire project duration.


You will need to consider the variations between design at the concept level of comparing design and technical design once you start drawing up cost plans. Each project should not have a single size suit. The cost manager has the responsibility to use the available knowledge to make the most reasonable and appropriate decisions in order to ensure the optimal cost(Tullar, n.d.) schedule.

On the concept process, an average m2 rating for a kind of building can be placed together at the target stage, plus the expense normal in terms of provisional steps and risk allowances. But, as the design is advanced, you can take estimated numbers and can include more precise quantities and minimize risks with a comprehensive design.

A cost schedule should not be treated as a cost forecast because it is used exclusively to project the building costs. In order to assess the benefit risk ratio of a project, a cost scheme should be used to calculate the projected costs during both(Cusack, n.d.) the pre- and post-construction periods. For this to happen, an expense plan must be administered and revised in the same manner, as all documents as the project advances over the whole life span of a project.

Cost planning is an integral aspect of project management. Project management must consider where prices are in order to control resource demand.

In addition, all services that absorb costs are used in an optimal schedule of resources. This kind of software is important for cost control in order to provide a detailed analysis of projected costs.

Expected costs can be contingent or fixed. For eg, a fixed cost exists only in the lifetime of a project. For example, part machining occurs more than once within the lifespan of a project.

The cost planning phase starts with the preparation by the quantity surveyor of an estimated estimation and the definition of cost objectives dependent on components. As the concept progresses, these expense goals are tested for any shortfall or overdraft to the information of the architect. The conservative quantity surveyor would often often find ways to improve the specifics in order to minimise the tender amount without altering the plan.

Over the past decade cost forecasting has become increasingly a valued service, which the consumer demands of the Quantity Surveyor, in order to ensure greater value for investment, monitor spending and manage project cost within the negotiated budget. It is necessary for the quantity surveyor to be named as soon as possible to successfully conduct this service in order to make a meaningful impact at short and feasible stages. It aims to remind the designer of all the items.

SC Quantity Surveyors offer a professionally and efficiently built cost accounting tool to buyers and projects. Our expense plans provide comprehensive costs covering issues such as preliminaries, preparation specifications, facilitations for work, insurance, construction costs, project/design team fees, construction risks and contingencies, tender and construction inflation, as well as all other project-related items.

The more detailed, precise, financial and cost forecasting services you offer and satisfy your specifications. More knowledge and documentation(Tullar, n.d.) you send to us. You will also include drawings, preparation conditions, and all other project-related documentation and information.

A competent, precise and comprehensive budget forecast or cost schedule can provide an early indicator of the expected and likely projects' costs for the customer, as well as a method that can be contrasted with the construction and contractors' proposals and also provide a clearer total cost-benefit approach for the customer.

7. Produce a pre-construction health & safety method statement.


The 2015 Construction Regulations (design and management) mandate building clients to include any planner or contractor named or being considered for appointment for the project pre-construction details immediately where possible. If there are more than one employer, the principal planner can give guidance and help compile and provide designers and contractor details on pre-construction.

The rules identify pre-construction information as 'customer-owned or fairly usable information for or on behalf of a client, applicable to building work, and sufficiently comprehensive and commensurate with the risks involved.

In order to be simple, succinct and understandable, the details given before construction should be in a fitting manner. It can be prepared early in the project so that it can be supplied as part of the tenders or procurement process to designers and contractor. This allows the bids to determine the money to be provided to execute their duties in compliance(Tullar, n.d.) with the Regulations. In preparation or modification of designs, then the planner must take into account pre-construction details.

Pre-construction details should be added as the project continues, and planners and contractor information during the whole project can be supplied as needed before the work on any specific aspect begins.

In both design and service, buildings can pose many potential risks. The commissioning, planning, maintenance and management of the buildings are responsible for several activities. The risk is regulated.

A full list is available in the appendices for HSE Construction Heath and Safety, but since the 2007 revisions to the Construction (Design and Management) Legislation some regulations in the publication have been withdrawn (the revoked legislation is listed in the appendices of the Approved Code of Practice. Managing health and safety in construction).

Especially the Regulations on Construction and Management (CDM) 2015 are structured to ensure that health and safety challenges in the course of a project's growth are adequately taken into consideration. They also include basic criteria(Yamazaki, n.d.) for all projects and special responsibilities specific only to reportable building projects (where the construction is expected to take more than 30 w.

Building sites are dynamic activities in which workers engage in a variety of activities which may put workers at risk from a variety of safety risks, such as falling objects, working on rooftops or scaffolding, exposure to heavy construction equipment, or the use of electrical transmission systems at damp sites during electrical and machinery operation. Development at Princeton University involves a number of operations, including new construction, restoration of existing buildings and significant building structure(Cusack, n.d.) renovations or improvements. The Occupational Safety Policy attempts to recognize, regulate or eradicate construction-related risks by enforcing healthy working procedures, training in compliance with federal, state and local regulatory requirements.

Burning, cutting and welding are often associated with the renovation and building activities (referred to as hot work). Potential risks to the health, security and property result from fumes and gases produced during hot work, hot metal and radiant energy. Heat work devices that can produce high voltages or use compressed gases often requires the worker to be responsive and qualified to use them safely, too. Arc welders are qualified to take adequate safeguards to avoid skin and eye burns caused by UV penetration during arc soldering. However, it is also necessary to make sure that people in the field of welding are not allowed into arc-soldered areas and are warned that they will not stare at the arc. Via successful monitoring programmes the risks associated with hot work may be minimized.

8. Undertake a continual review of their own work and record throughout the project.


To improve performance over time, a contractor must continually learn from the past. One of the most important ways is through post-project reviews. Post-project review focuses on improving building processes and building teamwork on future projects. It creates better relationships and sharing of knowledge among your estimators, project managers and superintendents in particular. The review also answers your company's success or poor performance with a particular project. The best reviews after the project include customer feedback. The review process builds on each project's intellectual equity, so that "learned lessons" are captured and the information made available throughout the organization, not just the few involved.

The first phase in the post-project evaluation is to list all the things that your management team needs to review after each project (contract) is finished. Until all change orders have been approved and processed, the actual contract number is determined(Tullar, n.d.), and all job costs are reported to the contract (including the costs of finishing the punch list) (including the costs of completing the punch list). Your accounting department can then plan a financial report of real project results and equate it to the budget.

When this overview and the list of topic items are complete, the senior managers schedule a meeting with the estimator, project manager, superintendent, work foreman (in some cases a second-level foreman), and the director of operations. Estimators are used, since correspondence within most organizations does not necessarily include continuous input to the estimator during contract execution, as this acts as the only means to get feedback on the decisions that were made when the calculation was prepared.

The method is streamlined in the uniform assessment form and it saves crucial information from being overlooked. The analysis also involves an appraisal of the results of your company from people outside the company. Further changes to vendors, contractor associations and stakeholders and feedback on successes and shortcomings(Yamazaki, n.d.) can also be sought. In order to ensure that pricing and operation are in accordance with the norm, you can also check your vendors every four months.
The analysis is carried out in a relaxing environment, usually during the lunch or breakfast time. The planning of the meetings takes 1 to 3 hours, and for larger, more complicated ventures the meeting may take one or much more hours.
Many post-project reviews are positive, but even critical ones provide real opportunities for learning. System and process deficiencies, including coordination, interactions and collaboration challenges, are possible causes of bad project efficiency, which an organization has to fix continuously.

For any initiative, entrepreneurs can begin this process at any time. The trick is to start and hold. It will certainly be difficult to get started, but it will be second nature(Cusack, n.d.) in due course. The learned lessons would lead to the continued improvement of future ventures and improved profits.
Post-project review phases
• Each position shall define and report its financial results to estimators, project managers and leaders.
• Weaknesses and employee abilities are identified and recruitment and development needs are identified.
• The correspondence between the top managers and the foreman is strengthened tremendously and carried out regularly and structurally.
• Standards for project assessment are developed and followed continuously. The main success drivers for project results are the focus of all team members.
• The importance of protection and the creation of a safety mentality prioritise project safety. Project safety
• Improved assistance and contact from the office to the sector.
• Employee creativity is fostered by the continual seeking of insights into ways to increase employee engagement and support.
• Sharing details on results around the organization improves internal project profitability competition.
• The mechanism gives "closure" for any deal and a means for continual enhancement of quality and benefit.
• Person success is measured and leading promotional performers are established. This process is part of the annual appraisal of staff.

9. Evaluate their own working practices in relationship to that of other members. Identifying areas of good practice.


The project appraisal process uses systematic review to gain knowledge and to demonstrate the management's efficacy and performance. This critical exercise holds initiatives under scrutiny and delivers success to stakeholders.
Each aspect of the project is measured to determine whether it is going as scheduled and, otherwise, to inform you how to improve project parts. Basically, you ask the project a series of questions to find out what works and whether the project is actually useful. Tools such as project dashboards and trackers aim to make key data easily accessible for the assessment process.
As long as there have been proposals to review, the project assessment process has been around. However, project evaluation can be categorized into three primary forms in the sense of the science of project management: pre-project assessment, ongoing evaluation and post-project evaluation. Let's discuss the project appraisal, what it means and how the approach can be enhanced.

Evaluation Pre-Project
In a way, when you write your project charter for partners, you are pre-evaluating your project. If you did not analyze it first, you cannot successfully schedule(Cusack, n.d.), personnel and control a new initiative. The only way you can check the feasibility of the project before it is implemented is through pre-project assessment.

Continuous assessment

It is important that you continuously track and update on your work in real time to make sure your project goes as expected and that it hits all the planning and budget deadlines you've identified. You can only assess the progress of a project using project(Yamazaki, n.d.) metrics, and whether or not you achieve the aims and priorities of the project.
Evaluation post-project

Please deem it a post-mortem. When you review the paperwork of the project, interview the project team and values, and evaluate all applicable details, you will understand what succeeded and wrong. You will only be able to address challenges in future ventures by building this simple vision.

It is important to recognize stakeholders and what their short- and long-term priorities are when preparing a project assessment. You must ensure that the project priorities and targets are transparent. The criteria that will inform you whether certain aims and purposes have been achieved is important.

So you want to ask the partners a range of questions. Points such as the project setting, best practise and effective steps should be included in these questions.

Through the stakeholders of the appraisal strategy, you get help in the process of building a partnership with the stakeholders at the same time. You will get progress updates during the whole project process and you will possibly acquire the confidence in being able to handle the project to their satisfaction(Yamazaki, n.d.) by establishing this initial partnership.

Over the duration of the project, all things must be managed to ensure that the timeline and budget are fulfilled. Some of the items that you should track are the percentage achieved during the project. You should do this when making status updates and when you reach your squad. Make the team responsible for executing its duties to ensure you are on schedule. Keep simple dates to know when activities need to be carried out.

Remain vigilant about consistency, don't forget. It cares not how you perform if the quality is bad within the specified timeline. Maintain and not delegate this responsibility for content ratings.

It is just as necessary to maintain an intimate relationship with the project budget as the timetable and consistency. Take a look at the prices. Throughout the whole project they will fluctuate and should not worry. If you find that there is a need for more money, be clear. Let the Steering Committee know that there are no surprises as easily as possible.

You do have some work to do when you're finished with your project. You want to compile and understand the information you have collected in the assessment so that you can correct the issues you have found during the evaluation. Find out how you benefited about the evaluation, both the short term and the long term.

To thrive, a team must be relational with its team members and strive to establish positive relationships. The better team members' relationships,(Walker, n.d.) the more the team can perform as a unit. The bond that holds a team together is stable relationships.

Respect is in any partnership the most significant starting point. The ability to honour others may be described as respect. If you believe privately like they have no worth, you cannot even show regard for someone. When respect is always displayed before a person does something to receive it, you should continue to be valued by people. Other appreciation is won the fastest as you encounter obstacles and conquer them.

A friendship with someone you don't meet cannot be created. It takes common interactions around the organization over time, to create relationships within a team. Constantly joining the team means fewer mutual experiences which are important for the team.

The project design team can also carry out the project, perhaps with the support of additional staff. The project design and result can be checked using a trial or a test implementation to determine whether they are achieving the project goals. The project management team tracks and updates its status to relevant stakeholders at specified project milestones using the expected monitoring methods. Interim findings can also be discussed with stakeholders. The implementing team shall make all required and accepted course corrections and compromises. Real-time dashboard project assessment makes it possible to navigate through the review process during the project implementation. It also subsequently gives useful details.

The project manager leaves the effective action item brief and relies only on the details necessary for the short-term plan. The project manager will reaffirm the general concept of the tasks and who is responsible for the activities. These meetings will also involve a discussion of safety protocols or safety procedures if these questions are relevant to the project. Data, activities and responsibilities are a subject of management approach(Walker, n.d.) to action item meetings. Although the project manager may observe stresses within the project team members or other concerns, the meeting does not deal with them. This meetings are factual. The Project Manager may create alternate opportunities to deal with these problems at another Venue if issues tend to occur between individuals. By using the descriptions of Myers-Briggs, team members who like to think rather than feel and assess are more relaxed than feel with those meeting.







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Criteria reference

To achieve the criteria the evidence must show that the student is able to:



Evaluate own skills and the skills of others through skills auditing and review.



Develop role descriptions and responsibilities within a team.



Develop a project plan to ensure successful achievement of completed project.



Illustrate resource planning (both physical and human) as well as time planning.




Develop construction drawings and specifications.




Prepare a cost plan.



Produce a pre-construction health & safety method statement.



Undertake a continual review of their own work, recording this throughout the project.



Evaluate their own working practices in relation to that of other members of the team, identifying areas of

good practice.



Discuss the allocation of roles within a collaborative team to meet overall project needs.



Interpret events and activities in a project plan in order to indicate milestones, and risks.



Evaluate the ways in which Building Information Modelling can provide greater efficiency in collaborative

preparation of tender documentation.



Evaluate their own personality profile in relation to your working practices.



Justify the allocation of roles and responsibilities within a team, recognising individual skills and ambitions vs

project requirements.



Critically evaluate the relationships between project planning and tender documentation, highlighting ways in which tender information responds to project




Critically evaluate the success of a project by considering individual and group working practices in

relation to assigned roles and personality profiles.

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