Knowledge Required in Construction Site management

In the business world these days, enormous amounts of data and information are filtered through organizations. The understanding of data and information in relation to knowledge has often caused confusion for the management and at worst has resulted in knowledge management project failures (Davenport and Prusak, 2000). The most important steps in improving productivity in the construction industry involve eliminating incompetence in the construction workforce and addressing this lack of knowledge on the part of the construction workforce. So, what is knowledge? Constable (1988, p.123) sees knowledge ‘as the received concepts, ideas, theories, schools of thought and even traditional wisdom about management functions and problems’. The knowledge required is an understanding of the key construction principles used in each discipline and how they are applied in construction projects (Tatum, 1999). There is growing confirmation that firms are increasingly investing in knowledge in construction. However, construction companies have historically not managed the transfer of project information well and have not effectively developed a project management learning culture (Ribeiro and Ferreira, 2010). This may be due to the lack of training development in construction knowledge management (Maqsood et al., 2006). Knowledge in construction could be defined as a process of acquiring, creating, sharing, utilizing and storing intellectual assets and other stimuli from the internal and external business environments that facilitates an organization’s performance successfully (Pathirage et al., 2005).

Pathirage et al., (2005) say that the importance of the construction workforce is highlighted by the fact that industry relies on skills, and the capacity to bring different skills together effectively. Thus the concept of the knowledge worker has long been significant to construction companies (Green et al, 2004). Construction engineers who work on construction sites should possess sufficient knowledge to be able to demonstrate good performance and to make effective use of contract documents, drawings, and specifications as the starting point for their work (Persson, 2010). The greater range of duties and responsibilities imposed upon future construction workforces will require the re-structuring and development of training to meet the changing trend towards selection of personnel based

upon educational achievement, rather than experience alone. Odusami et al. (2007) stated that, as in any field of management, site management connotes six stages of management: forecasting, planning, organizing, motivating, controlling and communicating. However, by some, site management is viewed differently to other management functions. For example, Hatchett (1976) stated that site management is not a primary occupation within the construction industry. Construction workforces with site management responsibilities need to have some experience to be able to fulfil relevant positions within the industry. After spending some time in these positions, they will have developed that faculty, and are therefore able to satisfy the expectations that come with these industrial roles (Odusami et al.,

2007). There is inter-dependency between the six stages of management and faculty, expectations, and the educational programmes that may come with the job, as well as work- experience programmes. This needs careful consideration; the major responsibility, which comes with a site management job, is the fulfilment of the contractor’s obligations, as per contract conditions, that relate to the project (Odusami et al., 2007). Hence, the construction engineer’s on site management needs to complete all the requirements, as expressed in the terms of the contract and shown in the drawings; the totality of which are expounded in the articles of the agreement. The construction site engineer needs to be satisfied with the quality and adherence to standards after approval, by the supervising officer, of all the tools, equipment, materials and drawings and their suitability for the process of completing the project. Resources, such as time, cost and availability of a proper labour force throughout the project, as well as the overall value of the work being carried out must be taken into consideration (Obiegbu, 1991).

From a slightly different point of view, construction site engineers should also be familiar with the following: building standards and regulations, and building methods and materials (Kiwi Careers, 2002; Odusami et al., 2007; Arshad, 1997; Gunawardena & Jayawardane, 2002; Mustapha, 1990). These authors made further suggestion that engineers on construction site needs to be able to read building plans and diagrams, and to purchase – after quantifying and assessing the quality and suitability, with cost control in mind- the building materials and machinery needed for the work, as per job items and time schedule requirements. They also noted the possibility that the construction site engineers might need to use planning software applications, should there be a need or a requirement to do so. Also, engineers in different position on the construction site need to be aware of, and implement, the safety precautions needed on building sites for given methods and procedures, as well as implementing quality control checks throughout the project by establishing some kind of a fit-for-purpose system 4 0

that checks all aspects of the project. In addition, these authors stated that the construction site engineers need to put an administration system into place, for the control, management and supervision of everything related to the completion of the project (Construction IT, 1996; Mohamed & Anumba, 2006). Knowledge of construction site management is, therefore, seen as a key area where money is made or lost and where there is considerable scope for improving efficiency, productivity and quality. Illingworth (2000) views the construction process as a combination of two fundamental activities:

 Knowledge of handling materials and equipment.

 The skills of the workforce in the positioning of the materials and equipment (assembly) to produce the desired whole.

The above overview on the roles and the responsibilities of construction site engineers touched briefly on some of the issues and challenges faced by the construction industry. Obvious challenges are the training of existing employees and the recruitment and training of others in order to satisfy the needs of any project within the scope of the firm’s speciality, thus avoiding missed opportunities due to a lack of resources. Before training, some sort of an assessment of the required training needs to for a particular job must be carried out. All this is to raise the standard of skills up to the level required for the job (Hassan & Stepheson, 2004; Odusami et al., 2007). The fragmentation of the construction process, with increased specialisation and involvement of many interested parties and actors calls for training programmes for their staff in order to improve their skills and knowledge, and eventually to lead their competitors towards a shared format for creating, converting, and exchanging knowledge (Persson, 2010; Mselle & Manis, 2000). The Chartered Institute of Building (CIOB, 1995) identified areas of knowledge where training is required that were also found in the research literature: these areas are tabulated below in Table 2-1.

Table 2-1 Knowledge needs in construction site management Working knowledge Definition

1- Site Management administration Mohamed, and Anumba, (2004)

General management, organization site office management, site cost control, personnel selection of operatives, workmen management, working rules agreement, safety training.