Projek Hospital Shah Alam: Kerajaan tanggung lebihan kos RM70 juta

Neo Chee Hua | Oct 14, 2011 05:10:46 pm

Akhirnya, Gadang Holdings Bhd yang "direstui" Kementerian Kerja Raya (KKR) memperolehi projek Hospital Shah Alam, mungkin dilihat sebagai tanda noktah kepada kemelut yang berlaku sekian lama. Namun demikian, di sebalik kemelut ini, timbul pertikaian ketidaktelusan dalam kementerian kerajaan, di mana KKR menyerah projek ini kepada Gadang tanpa melalui Kementerian Kewangan dan Jabatan Perdana Menteri, dan mengakibatkan kerajaan perlu menanggung lebihan kos setinggi RM70 juta.

Dalam satu kenyataan di Bursa Malaysia pada 10 Oktober 2011, Gadang Holdings Bhd mengumumkan bahawa anak syarikatnya Gadang Engineering (M) Sdn Bhd telah memperolehi projek Hospital Shah Alam, dengan kontrak bernilai RM410.87 juta. Projek ini akan disiapkan dalam tempoh 24 bulan.

Pernah dalam satu laporan eksklusif, MerdekaReview (edisi bahasa Cina) melaporkan bahawa terdapat enam syarikat yang menyertai perbidaan semula projek ini, dan Gadang Holdings Bhd yang "direstui" KKR telah berjaya memperolehi projek tersebut. Sebagaimana yang diketahui, harga bidaan asal yang dikemukakan Gadang Holdings Bhd adalah RM431.66 juta, namun telah dikurangkan kepada RM410.87 juta kemudiannya, dan disiapkan dalam tempoh 24 bulan.

Masalah ketidaktelusan

Menurut laporan sebelum ini, setelah perbidaan tamat pada Disember 2010, KKR mengesyorkan Gadang Holdings Bhd kepada Kementerian Kewangan. Namun demikian, Kementerian Kewangan mengeluarkan surat perintah pada 22 Mac 2011 kepada KKR, menyatakan bahawa cadangan Gadang sebagai kontraktor projek Hospital Shah Alam tidak diluluskan, malah meminta agar KKR mengadakan perbidaan semula.

Walaupun KKR membuat rayuan kepada Kementerian Kewangan pada Jun 2011, agar Gadang Holdings Bhd yang berjaya dalam perbidaan dipertimbangkan semula oleh Kementerian Kewangan untuk mengambil-alih projek Hospital Shah Alam. Namun demikian, bukan sahaja Kementerian Kewangan menolak permintaan KKR dalam surat balasnya, malah cuba menyenaraikan Frontier Structure Sdn Bhd yang tidak berkelayakan ke dalam senarai perbidaan semula.

Bukan itu sahaja, lebihan kos untuk projek Hospital Shah Alam melebihi RM70 juta selepas perbidaan semula, mengakibatkan nilai kontrak baru melebihi nilai kontrak asal yang diluluskan, malah di luar bidang kuasa Kementerian Kesihatan untuk meluluskannya. Kementerian Kesihatan perlu mendapatkan persetujuan Unit Perancang Ekonomi (EPU) sebelum mengeluarkan surat kelulusan. Oleh yang demikian, Kementerian Kesihatan menangguhkan kelulusan yang diminta oleh KKR.

Dengan kata lain, walaupun Kementerian Kewangan telah mengeluarkan surat untuk tidak meluluskan Gadang Holdings Bhd daripada mengambil-alih projek Hospital Shah Alam, namun KKR bukan sahaja tidak menurut perintah Kementerian Kewangan, malah terus mengumumkan bahawa projek ini diserah kepada Gadang Holdings Bhd tanpa melalui Kementerian Kewangan. Sebagaimana yang diketahui, bukan sahaja Kementerian Kewangan, malah Jabatan Perdana Menteri tidak mengetahui keputusan KKR ini.

Lebihan kos yang ditanggung

Lantaran daripada penyerahan projek ini kepada Gadang Holdings Bhd, ia bermakna kerajaan perlu menanggung lebihan kos lebih daripada RM70 juta. Menurut dokumen Kementerian Kesihatan, kos projek melonjak kepada RM556.51 juta selepas perbidaan semula, mencatat lebihan kos sebanyak RM74.91juta berbanding nilai kontrak asal.

Ia sebenarnya menunjukkan bahawa kerajaan BN masih mengekalkan budaya ketidaktelusan dalam perbidaan. Ia bercanggah dengan program transformasi kerajaan yang disarankan kerajaan Najib, dan menyebabkan dasar pembaharuan dalam bidang perkhidmatan awam ini menjadi hanya satu retorik semata-mata.

Lebih penting, masalah lebihan kos projek Syarikat Hospital Shah Alam mungkin tidak dapat diselesaikan dengan pengambil-alihan oleh Gadang Holdings Bhd. Isu pokoknya, walaupun Gadang Holdings Bhd berjaya memperolehi projek ini dengan sokongan KKR, namun projek Hospital Shah Alam ini juga berdepan dengan risiko kegagalan atau lebihan kos sekali lagi.

Ini kerana walaupun Gadang Holdings Bhd memiliki rekod membina hospital, namun pada hakikatnya ia tidak memiliki pengalaman yang sebenar dan profesional yang khusus. Menurut maklumat yang diperolehi MerdekaReview sebelum ini, Gadang Holdings Bhd walaupun pernah memperolehi satu projek Hospital Rehabilitasi Cheras pada tahun 2008, namun syarikat ini terpaksa mendapatkan bantuan luar, iaitu perkhidmatan rundingan yang berkenaan dengan peralatan perubatan - kerana tidak memiliki pengetahuan dan pakar dalam bidang yang berkenaan.

http://merdekareview.com/bm/news.php?n=12358

Ulasan: Kerajaan tanggung lebihan kos RM70 juta ertinya wang rakyat dicuri lagi di depan mata kita. RM70 juta bukan 70 sen.

Dapat tender tentera RM2b guna 16 syarikat berbeza

Seorang peniaga dapat tender tentera RM2b guna 16 syarikat berbeza

KUALA LUMPUR: Kementerian Pertahanan dituntut untuk memberi penjelasan berhubung amalan pemberian tender berkaitan urusan ketenteraan secara terus kepada individu tertentu hingga menyebabkan seseorang peniaga memiliki pelbagai tender dengan nilai terkumpul RM2 bilion.

Berucap di Parlimen, Ketua Pembangkang, Datuk Seri Anwar Ibrahim mendedahkan, semakan melalui Suruhajaya Syarikat Malaysia (SSM) menunjukkan sebanyak 16 syarikat bumiputera yang dimiliki individu yang sama, diberi tender secara terus, antaranya melibatkan urusan katering dan pengangkutan.

Antaranya, kata beliau, Sajian Komatra Sdn Bhd yang mengendalikan perkhidmatan katering bagi zon utara dan timur Semenanjung dengan nilai RM600 juta dan Gatmata Sajian Sdn Bhd (bagi Sabah, Sarawak dan Labuan) dengan nilai kontrak berjumlah RM800 juta, sedangkan ia dimiliki peniaga yang sama.

Beliau berkata, ia memberi gambaran seolah-olah tiada ada peniaga Melayu lain yang layak menerima tender berkenaan, sedangkan Anwar berpendapat, sebahagian tender berkenaan sepatutnya turut diagih kepada koperasi tentera dan bekas tentera.

“Perkara ini mesti disiasat. Seolah-olah ada satu pakatan di peringkat tertinggi Kementerian Pertahanan, dengan penglibatan satu atau dua orang tokoh Umno, atas nama Ketuanan Melayu. Ini merupakan cara jijik dan penipuan, dengan menggunakan nama kementerian untuk memperkaya individu tertentu.

“Adakah ini betul-betul tanda bahawa kita patriotik kepada negara, dengan memunggah kekayaan sendirian, atas nama Melayu? Adakah tidak ada bekas anggota tentera atau koperasi tentera yang boleh mengendalikan urusan itu?” soalnya lagi.

Ketua Umum KEADILAN itu juga menyatakan mustahil tender sedemikian besar boleh diagih tanpa pengetahuan peringkat kementerian.

“Kelompok inilah yang paling lantang, kononnya mempertahankan “Ketuanan Melayu ”, tetapi sebenarnya hanya menggendutkan dan membuncitkan perut sendiri,” kata Anwar.

Short URL: http://www.keadilandaily.com/?p=2122

Komen: Demikianlah UMNO mencuri wang rakyat selama ini.

Kontrak baik pulih Parlimen secara runding terus?

Mahfuz persoal kontrak baik pulih parlimen secara runding terus

KUALA LUMPUR: Ahli Parlimen Pokok Sena, Datuk Mahfuz Omar mempersoalkan langkah Kementerian Kerja Raya menganugerahkan secara terus kontrak membaik pulih Parlimen kepada sebuah syarikat tanpa melalui proses tender terbuka.

Syarikat yang dimaksudkan itu adalah TRC Corporation, sebuah syarikat sama yang dianugerahkan kontrak membina istana berharga RM11 juta milik bekas
Perdana Menteri, Tun Abdullah Ahmad Badawi yang terletak di Jalan Mahameru.

Menurut Mahfuz, beliau mempersoalkan mengapa tidak ada sebut harga dikeluarkan kepada syarikat berkenaan, yang juga dikatakan kontraktor yang pembinaan pengkalan kapal selam di Sabah yang bernilai RM400 juta

“Surat setuju (dari Kementerian) dikeluarkan tanpa penelitian kos.

“Kita tidak mahu pembaikpulihan (bangunan parlimen) dibuat tanpa penelitian kos,” terang Mahfuz kepada KeadilanDaily.com di lobi Parlimen.

November tahun lepas, Menteri Kerja Raya, Datuk Shaziman Abu Mansor mengumumkan bangunan Parlimen yang sudah berusia hampir lima dekad akan melalui pengubahsuaian struktural secara menyeluruh bagi menyelesaikan masalah kerosakan yang sering berlaku sebelum ini.

Oleh itu, dewan persidangan Parlimen dipindahkan buat sementara waktu ke dewan serbaguna berdekatan Parlimen.

Short URL: http://www.keadilandaily.com/?p=10051

Ulasan: Padahal JKR sudah berpengalaman dan sudah ada panduan mengenai penggunaan kontrak terbuka dan secara terus. Kalau tak berhati wang rakyat akan dicuri melalui kontraktor kroni melalui pelaksanaan projek awam. Sila lihat kes seumpama ini dalam Laporan Audit Negara. Apa khabar PSRM? Masihkah bertenaga melawan rasuah dan penyelewangan dalam negara kita?

Kos tambahan Istana Negara kayakan kroni Umno- Azan

Oleh: Masdar Wahid

KUALA LUMPUR: Ahli Parlimen Indera Mahkota, Azan Ismail mempersoalkan lebihan kos pembinaan Istana Negara yang meningkat sekali ganda kepada RM811 juta berbanding kos asalnya sekitar RM400 juta.

Azan berkata, selepas belanjawan untuk sesuatu projek dilulus di dewan rakyat, kebiasaannya terdapat kos tambahan yang digunakan untuk menguntungkan syarikat pemaju yang ada kaitan dengan Umno.

“Belanjawan tambahan inilah yang kita persoalkan kerana lazimnya kos asal projek akan melonjak dan tiada jawapan memuaskan dari kerajaan persekutuan,” katanya mengulas sebaran gambar istana berkenaan di blog dan laman sosial Facebook.

Menurutnya lagi beliau mengesyaki kos tambahan berkenaan digunakan untuk membiayai kempen pilihan raya Umno.

“Akhirnya, wang rakyat itu juga akan disalur untuk membiayai kempen Umno BN menjelang Pilihan Raya Umum (PRU) akan datang,” katanya dihubungi Keadilandaily.com.

Sebelum ini, Ketua Pembangkang, Datuk Seri Anwar Ibrahim mendedahkan kos asal pembinaan Istana Negara yang ditawarkan oleh Maya Maju (M) Sdn Bhd di bawah konsep penswastaan bernilai RM 394,803,200.00

Namun, harga yang ditawar Jabatan Kerja Raya (JKR) secara rundingan terus pula berjumlah RM 649,995,507.51

Projek itu yang sepatutnya siap pada 29 November 2010 dipinda sehingga Februari 2011 dengan kosnya melonjak lagi kepada RM811.2 juta.

Syarikat berkenaan dikatakan dikuasai Datuk Man bin Mat yang juga Bekas Bendahari Umno Merbok, Kedah.

Rekod menunjukan semasa kontrak ditawar kepada syarikat ini, ia ditakrif sebagai ‘DORMANT’ oleh Suruhanjaya Syarikat Malaysia (SSM).

Ini bermakna, syarikat ini tidak menjalankan apa-apa kegiatan perniagaan, tidak mempunyai ‘track record’ dan pengalaman dalam pembangunan dan pembinaan. Ia hanya didaftar sebagai syarikat pembinaan pada Ogos 2008 selepas mendapat kontrak pembinaan Istana Negara pada Oktober 2007.

Syarikat ini juga tidak mempunyai lesen ‘PKK’ yang wajib untuk dipertimbang kontrak dari JKR dan tidak berdaftar dengan ‘CIDB’ yang merupakan syarat wajib kepada semua kontraktor pembinaan.

Akhbar The Star bertarikh 27 Jun 2010 melaporkan ramai buruh asing digunakan untuk pembinaan Istana Negara Baru tersebut, tetapi tidak dibayar upah.

Short URL: http://www.keadilandaily.com/?p=21206

Komen: Demikianlah bagaimana BN/UMNO mencuri wang rakyat melalui pelaksanaan projek awam. Sila lihat kes seumpama ini dalam Laporan Audit Negara. Apa khabar PSRM? Masihkah bertenaga melawan rasuah dan penyelewangan dalam negara kita?

Ownership of Design

Question

Our Consultant in final stage to completed a design of water and road projects which will be implemented under FIDIC Red Book.
I would like to know during the implementation who will be responsible to any error in the final design. Design Consultant, Client or Contractor?

Answer

The principle is that each party is responsible for what he/she is doing.

I understand that you are the Client, have a contract with a Consultant and under this contract the Consultant has to issue a design. Under this contract, the Consultant is responsible for the design, i.e. any defect of the design is the Consultant responsibility.

The Client will sign a FIDIC Red Book contract with a Contractor which will have to execute works according to the design given by the Client. Under this contract, the Employer is responsible for the design, since he provided the design.

In case a defect of the design is found during the implementation of the works contract, the Client is responsible for this in his relation with the Contractor. Due to the fact that the design was not issued by the Client, but for the Design Consultant, the Design Consultant is responsible for the design in the relation between the Client and the Design Consultant, but within the works contract the Client remains responsible for the design.

Practically, for a defect found in the design during the implementation of the works contract, the Contractor will receive financial compensations from Client, and the Client will receive financial compensation from the Design Consultant through the service contract concluded between the Client and the Design Consultant. The safest way for the Client to recover his loses/damages because of the defects in the design issued by a Design Contractor is to have a valid performance guarantee or performance bond delivered by the Design Consultant and, in case the Design Consultant refuses to compensate the Client for his losses because of the bad design, the Client can make a claim under the performance guarantee/bond.

During the implementation of the works contract, the Client is responsible for the design in relation with the Contractor, and the Design Consultant is and remains responsible for the design in relation with the Client. The Design Consultant cannot be responsible for the design in relation with the Contractor, since the Contractor and the Design Consultant has no relationship, either contractual or other kind of relationship. The Client provided a design to the Contractor and these 2 have a contractual relationship, therefore the Client is responsible in relation with the Contractor for what he was provided (this case, the design).

These above are not applicable in case, during the implementation of the works contract, the Contractor proposes a change/modification of the Works to make better the project. This case, the modification is to be dealt under Sub-Clause 13.2 [Value Engineering] and the Contractor is responsible for the changed design, therefore for any defect of this part of the final design. For all the other parts of the design, the Client remains responsible in relation with the Contractor, and the Design Consultant in relation with the Client.

http://en.allexperts.com/q/Construction-Law-914/2010/1/ownership-Design.htm

Poor management added to costs

Written by Sharon Tan, R B Bhattacharjee, M Shanmugam
Friday, 29 May 2009 12:03

KUALA LUMPUR: The Port Klang Free Zone (PKFZ) had a project management record that raises troubling questions, the PriceWaterhouseCoopers (PwC) report on the project shows.

The audit firm criticises the PKFZ (project management) on four counts:
• Firstly, a RM1 billion development contract was awarded to Kuala Dimensi Sdn Bhd (KDSB) before a project masterplan was finalised.

In violation of sound project management practice, the Port Klang Authority (PKA) had entered into a RM1 billion contract with KDSB on March 27, 2004, nine months before the Jebel Ali Free Zone International/ The Services Group Inc (JAFZI/TSG) masterplan was ready.

The issues that such indiscipline raises are that the financial viability of the development would be difficult to ascertain since the project’s cost parameters could not have been accurate, and the return on investment undefined.

Also, it would be highly risky to undertake capital expenditure of this magnitude before getting an accurate picture of the demand and supply of these facilities, which a masterplan would provide.

As the PwC report points out: “The JAFZI/TSG Masterplan which addressed, among other things, market demand, development approach and financial projections, was finalised in December 2004. In essence, the JAFZI/TSG Masterplan recommended a mixed development strategy — a single phase for infrastructure works and multiple phases over eight years for the light industrial units (LIU). This staggered development for the LIU was recommended for cashflow considerations and to match expected future demand.”

The worst, it appeared, was waiting to happen. The PwC report notes: “The entire project including the LIU was completed within 24 months, resulting in excess LIU capacity. As at Dec 31, 2008, occupancy rate of the LIU was only 15%.”

• Secondly, PwC says, the PKA may not have received value for money due to its heavy reliance on KDSB as the turnkey developer.

This is putting it mildly, to say the least. “PKA’s approach to the project was that, this being a turnkey development, the onus was on KDSB to deliver the completed works to PKA, with minimal supervision,” the report said.

It illustrates the pitfalls by suggesting that PKA “could have better managed the project” by appointing a qualified supervising officer to safeguard its interest, ensuring that detailed specifications were submitted with the agreement, undertaking competitive tenders, adhering to the JAFZI/TSG Masterplan for phased development, complying with PWD standard terms for contracts and appointing independent quantity surveyors early in the development.

• Thirdly, project management and control over the project was weak.

To illustrate, the report cites some examples: In an agreement dated March 27, 2004, PKA did not require detailed building/ infrastructure specifications, the scope of work for the turnkey developer KDSB or a fixed contract price; there was no requirement for preliminary cost estimates; no requirement for quantity surveyors to be appointed before works started in July 2004; nor for KDSB to submit plans and drawings on a timely basis.

Further, the development agreements were weak compared to the PWD’s standard contract terms for design guarantee and defect liability. Unlike the PWD contracts, for example, the PKFZ agreements did not require KDSB to deposit a design guarantee bond. Also, none of the notices of payment presented by KDSB were forwarded to the quantity surveyors for their independent verification, PwC said.

• Fourthly, only the light industrial units had been issued with certificates of fitness at the end of December 2008. The defect liability period had expired and certain defects remain to be rectified.

In view of these issues, the PwC report concludes, the project had been poorly executed, which resulted in higher project outlay, significant financing costs, weak control over KDSB’s billings, a surplus of LIU and delays in the issuance of the certificate of fitness (CF).

PKFZ: Issues concerning the project
• The Cabinet approved proposal to purchase land but subsequent development proposals were not tabled to Cabinet for approval.
• Port Klang Authority (PKA) did not alert the Cabinet in a timely manner of its inability to finance the project from internal funds.
• PKA board did not exercise oversight and adequate governance over the implementation of the project. Key matters were not tabled to Board.
• Advice of the Attorney-General was not sought and certain Finance Ministry regulations were not complied with.
• There could be potential conflict of interests arising from the involvement of parties who had prior association with either the land or Kuala Dimensi Sdn Bhd (KDSB).
• Finance Ministry’s soft loan interest will increase the project outlay from RM4.9 billion to RM7.4 billion. If the soft loan is not restructured, the outlay will increase to RM12.45 billion.
• PKA could have reduced funding costs had it complied with Ministry of Finance’s recommendation to issue government bonds and developed the project in phases.
• The land was acquired at special value exceeding the market value.
• KDSB may have overcharged PKA for interest by between RM51 million and RM309 million with regard to the land purchase.
• Development Agreement 3 (DA3) (the supplementary agreement that expanded the scope of development of the project from 400 acres to 1000 acres for RM1 billion on deferred payment basis) was not a fixed sum contract and did not stipulate a rate for professional fees claimable by KDSB.
• PKA incurred claims of RM95.256 million for general preliminaries cost that was not specified in the development agreement (DA).
• The final account for DA3 did not have any deduction for value of work not done on three infrastructure components — monsoon drain system, water supply system and two bridges — in the land purchase agreement.
• KDSB was awarded the RM1 billion development contract before project masterplan was finalised.
• PKA may not have received value for money due to its heavy reliance on KDSB as the turnkey developer.
• Project management and control over the project was weak.
• Project status as at Dec 31, 2008 — only the light industrial units (LIUs) have been issued with certificate of fitness (CF). The defect liability period has expired and certain defects remain to be rectified.
• PKA has projected that it will be in a cumulative cash deficit position in 2012 and will not be able to repay the Finance Ministry soft loan instalments from that year.
• Letter of support issued by Transport Ministry could be construed as a guarantee that PKA would meet its obligations on a full and timely basis.
• The project’s actual occupancy of 14% is low and not generating sufficient revenue to cover its operating expenses.
• Port Klang Free Zone Sdn Bhd (PKFZSB) has incurred losses since its incorporation and has negative shareholders’ funds as at Sept 30, 2008.

This article appeared in The Edge Financial Daily, May 29, 2009.

Ulasan: Beginilah antaranya bagaimana wang rakyat dibazirkan oleh kerajaan BN.

Design Guarantee Bond

Merujuk kepada Klausa 22.2 Borang JKR 203 / 2007 ada menyatakan untuk setiap projek yang dilaksanakan oleh pihak kerajaan mengkehendaki supaya pihak kontraktor menyediakan Design Guarantee Bond yang bernilai 5% daripada nilai kontrak yang mempunyai 'design'.

Bon Jaminan Rekabentuk (Design Guarantee Bond) boleh disediakan oleh pihak bank atau syarikat insuran. Bon Jaminan Rekabentuk ini perlu disediakan sebaik sahaja Sijil Perakuan Siap Kerja atau Certificate Of Practical Completion (CPC) dikeluarkan. Tempoh bon ini perlu sah sehingga tempoh 5 tahun dari tarikh CPC dikeluarkan.

Sekiranya, pihak kontraktor gagal menyediakan Bon Jaminan Rekabentuk ini, pihak kerajaan berhak menuntut melalui Bon Pelaksanaan yang telah disediakan ketika awal projek bermula.

http://borak-qs.blogspot.com/2011/09/design-guarantee-bond.html

Perbezaan Definasi Pegawai Penguasa (S.O) dan Pengarah Projek (P.D)

Seringkali dilihat pihak-pihak yang terlibat di dalam pentadbiran kontrak atau industri binaan tidak memahami akan maksud dan perbezaan istilah di antara Pegawai Penguasa (P.P) atau Superintending Officer (S.O) dengan Pengarah Projek (P.P) atau Project Director (P.D).

Kedua-dua Pegawai Penguasa (S.O) atau Pengarah Projek (P.D) adalah didapati mempunyai kuasa dalam pentadbiran kontrak sesuatu projek. Walaupun dilihat, kedua-duanya mempunyai persamaan tetapi sebenarnya mempunyai perbezaan yang tersendiri.

Istilah Pegawai Penguasa (P.P) secara umumnya digunakan untuk projek yang dilaksanakan secara konvensional, dimana kontraktor yang dilantik untuk melaksanakan kerja adalah menggunakan borang kontrak JKR 203A atau JKR203.

Istilah Pengarah Projek (P.D) pula, secara umumnya digunakan untuk projek yang dilaksanakan secara 'design and build'. Dimana didalam projek secara design and build. Kontraktor adalah didapati untuk bertanggungjawab, menyediakan rekabentuk dan melaksanakan kerja. Disini dapat difahami akan skop tugas Pengarah Projek (P.D) adalah berlainan dengan tugas seorang Pegawai Penguasa (P.P) dalam kontrak konvensional.

Walaubagaimanapun, tugas kedua-duanya iaitu P.P dan P.D didapati mempunyai persamaan dari segi kuasa mengeluarkan sijil-sijil perakuan seperti Perakuan Kelambatan Dan Lanjutan Masa (EOT), Perakuan Siap Kerja (CPC), Perakuan Kerja Tak Siap (CNC) dan Perakuan Siap Memperbaiki Kecacatan (CMGD).

Secara kesimpulannya, perbezaan terhadap istilah P.P dan P.D dapat dilihat menerusi penggunaan jenis kontrak samaada ia mengunakan secara tradisional atau design and build.

http://borak-qs.blogspot.com/2011/02/perbezaan-definasi-pegawai-penguasa-so.html

Tanggungjawab seorang Pegawai Penguasa (P.P)

Siapakah Pegawai Penguasa (PP) atau Superintending Officer (S.O)?

Dalam amalan kerja JKR, Pegawai Penguasa atau S.O. adalah orang yang bertanggungjawab dan mempunyai kuasa untuk memantau sesuatu projek daripada peringkat permulaan sehinggalah tamat kecacatan (defect) projek tersebut.

Antara tanggungjawab atau tugas-tugas yang perlu dipikul oleh Pegawai Penguasa (SO) adalah seperti berikut:

Memastikan kualiti bahan yang digunakan dan tahap mutu kerja adalah mematuhi kontrak

Memastikan peraturan-peraturan pihak berkuasa tempatan (PBT) dan pihak berkuasa lain yang mempengaruhi Kerja tersebut dipatuhi semasa pelaksanaan kerja

Memastikan Kontraktor tidak mengabaikan hal kebajikan pekerjanya, khususnya berkaitan dengan keselamatan dan perlindungan insuran, dan pekerja-pekerja menerima gaji yang kena dibayar kepada mereka

Memastikan tempoh liputa insurans yang diperlukan di bawah peruntukan yang berkenaan dalam Kontrak tidak luput semasa kerja-kerja sedang berjalan, dan jika perlu mengambil tindakan melanjutkan tempohnya

Memantau kemajuan Kerja Kontraktor dan jika perlu mengambil tindakan awal untuk memberi lanjuta masa (EOT) atau mengenakan ganti rugi tertentu dan diteapkan (LAD) dan/ atau menamatkan pengambilan kerja Kontraktor, dan

Memastikan Kerajaan menunaikan obligasinya di bawah Kontrak kepada Kontraktor yang seperti berikut:

Kontraktor tidak dihalang atau disekat atau ditegah daripada menjalankan kerja-kerjanya sejajar dengan Kontrak

Kelulusan dan keputusan yang dipohon oleh Kontraktor diberi dengan segera; dan
Bayaran kepada Kontraktor disediakan dengan segera dan mematuhi peruntukan yang berkenaan dalam Kontrak.

http://borak-qs.blogspot.com/2011/10/tanggungjawab-seorang-pegawai-penguasa.html

Sijil Perakuan Tak Siap Kerja @ Certificate Non Completion (CNC)

Sijil Perakuan Tak Siap Kerja atau Certificate Non Completion (CNC) ialah sijil perakuan yang dikeluarkan oleh pihak majikan atau klien kepada pihak kontraktor apabila ia didapati tidak layak untuk diperakukan bagi pengeluaran Perakuan Kelambatan Dan Lanjutan Masa (EOT).

Kesan daripada pengeluaran Sijil Perakuan Tak Siap Kerja (CNC), pihak kontraktor akan dikenakan Denda Ganti Rugi Ditetapkan (LAD) seperti yang terkandung di dalam borang kontrak sehinggalah kerja itu siap.

Walaubagaimanapun, sekiranya selepas Sijil Perakuan Tak Siap Kerja (CNC) dikeluarkan, dan didapati prestasi kerja kontraktor masih tidak memuaskan, pihak klien mempunyai hak untuk menamatkan kerja kontraktor.

Kontraktor adalah tidak dibenarkan untuk dikenakan denda LAD ketika pembayaran interim sehinggalah Perakuan Sijil Tak Siap Kerja (CNC) dikeluarkan dan ditandatangani oleh pihak Pegawai Penguasa (SO) atau Pengarah Projek (PD).

http://borak-qs.blogspot.com/2011/08/sijil-perakuan-tak-siap-kerja.html

Sijil Perakuan Siap Kerja @ Certificate Practical Completion (CPC)

Apabila sesuatu projek yang sedang dilaksanakan itu telah siap atau telah mencapai keperluan untuk bangunan tersebut berfungsi serta pihak Pegawai Penguasa (SO) telah berpuas hati. Pihak Pegawai Penguasa (SO) tersebut boleh memperakukan kepada pihak kontraktor untuk pengeluaran Sijil Perakuan Siap Kerja atau Certificate Practical Completion (CPC).

Peruntukan klausa di dalam borang kontrak atau Conditions Of Contract yang berkaitan dengan Perakuan Sijil Perakuan Siap Kerja (CPC) adalah seperti berikut:

a) Klausa 39- Borang JKR 203A versi 10/83
b) Klausa 41- Borang Kontrak Design And Build (PWD Form DB/T) version 2002

Kesan daripada pengeluaran Sijil Perakuan Siap Kerja (CPC) adalah seperti berikut:

1- Tempoh Liabiliti Kecacatan (DLP) bermula iaitu selama 1 tahun untuk kontrak konvensional dan selama 2 tahun untuk kontrak secara reka dan bina (design and build)

2- Kontraktor layak dipertimbangkan pengeluaran Bon Pelaksanaan samaada menggunakan kaedah Jaminan Bank atau Wang Jaminan Pelaksanaan dengan 50% atau 2.5% daripada nilai asal bon pelaksanaan.

3-Sekiranya pihak kontraktor tersebut dikenakan denda LAD atas kegagalan menyiapkan kerja dalam tempoh yang dibenarkan atau kegagalan untuk memperolehi Perakuan Kelambatan Dan Lanjutan Masa (EOT), pelaksanaan keatas denda tersebut automatik ditamatkan sehingga tarikh CPC dikeluarkan

http://borak-qs.blogspot.com/2011/06/sijil-perakuan-siap-kerja-certificate.html

Perakuan Kelambatan Dan Lanjutan Masa (EOT)

Apabila sesuatu projek itu dirasakan mengalami kelewatan dan mempunyai alasan diberi Lanjutan Masa. Maka Perakuan Kelambatan Dan Lanjutan Masa atau Extension Of Time (EOT) boleh dikeluarkan kepada pihak kontraktor sekiranya ia didapati layak untuk memperolehinya.

Hampir semua jenis kontrak yang berkaitan kontrak pembinaan seperti Borang PAM atau Borang JKR 203 atau JKR D&B mengandungi peruntukan untuk pengeluaran Perakuan Kelambatan Dan Lanjutan Masa (EOT) kepada pihak kontraktor.

Di dalam Borang JKR 203 versi 2007, klausa peruntukan Perakuan Kelambatan Dan Lanjutan Masa (EOT) ialah pada Klausa 43.

Antara alasan-alasan yang dibenarkan untuk kelulusan pengeluaran EOT adalah seperti berikut

Force majoure
Keadaan cuaca buruk lebih dari keadaan biasa
Pertelingkahan antara 2 pemilik tanah berjian
Pengeluaran Arahan Perubahan Kerja (VO) oleh klien
Kelewatan kontraktor menerima tapak bina daripada klien
Kelewatan artis tradesman yang dilantik oleh klien
Berlaku rusuhan atau mogok yang memberi kesan kepada pelaksanaan kerja di tapak
Kelewatan perlantikan Sub Kontraktor Dinamakan (NSC)

Kesan daripada pengeluaran sijil Perakuan Kelambatan Dan Lanjutan Masa (EOT) adalah seperti berikut:

Tempoh penyiapan asal akan berubah ke tempoh masa yang baru
Kontraktor tidak boleh dikenakan Denda LAD
Kontraktor perlu melanjutkan tempoh liputan untuk polisi insuran dan jaminan bank pada bon pelaksanaan atau bayaran pendahuluan (sekiranya perlu)
Kontraktor diminta untuk mengemukakan program kerja (work programme) yang baru

http://borak-qs.blogspot.com/2011/04/perakuan-kelambatan-dan-lanjutan-masa.html

Quantity surveyor : Job Description, Employers, Career Development & Case Study

A quantity surveyor manages all costs relating to building and civil engineering projects, from the initial calculations to the final figures. Surveyors seek to minimise the costs of a project and enhance value for money, while still achieving the required standards and quality. Many of these are specified by statutory building regulations, which the surveyor needs to understand and adhere to.

A quantity surveyor may work for either the client or the contractor, working in an office or on-site. They are involved in a project from the start, preparing estimates and costs of the work. When the project is in progress, quantity surveyors??

The title of the job may also be referred to as a construction cost consultant or commercial manager.

Typical work activities

Typical tasks may include:
preparing tender and contract documents, including bills of quantities with the architect and/or the client;
undertaking costs analysis for repair and maintenance project work;
assisting in establishing a client’s requirements and undertaking feasibility studies;
performing risk and value management and cost control;
advising on procurement strategy;
identifying, analysing and developing responses to commercial risks;
preparing and analysing costings for tenders;
allocating work to subcontractors;
providing advice on contractual claims;
analysing outcomes and writing detailed progress reports;
valuing completed work and arranging payments;
maintaining awareness of the different building contracts in current use;
understanding the implications of health and safety regulations.

Areas requiring more specialised knowledge include:
offering advice on property taxation;
providing post-occupancy advice, facilities management services and life cycle costing advice;
assisting clients in locating and accessing additional and alternative sources of funds;
enabling clients to initiate construction projects;
advising on the maintenance costs of specific buildings.

http://www.prospects.ac.uk/quantity_surveyor_job_description.htm

Quantity surveyors : Employers

The three major employers of quantity surveyors are the offices of private practice quantity surveyors (PQS), the surveying sections of building and civil engineering contractors, and local authorities and government agencies.

Many of these employers operate as multidisciplinary teams or departments, so quantity surveyors are likely to be working alongside other surveying professionals, such as civil engineers and architects. Quantity surveyors who work for contractors are often likely to be based on-site, working with site agents or contract managers.

Other types of organisations likely to employ quantity surveyors include large engineering consultancies and housing associations. Specialist house builders seek the expertise of quantity surveyors, as do some commercial companies, or indeed any public body with a large property portfolio.

Large international mechanical contractors and petroleum engineering companies often recruit quantity surveyors under the alternative title of cost engineer.

http://www.prospects.ac.uk/quantity_surveyor_vacancy_sources.htm

Quantity surveyor : Career development

Experienced quantity surveyors may undertake project management, effectively controlling the whole of a project on behalf of the client from initial design stage through to completion. This development is largely due to the growth of expertise in cost predictions and control. It has led surveyors to use their skills in wider spheres of activity, e.g. cost engineering in the petro-chemical and engineering industries. With experience, some take on more strategic roles in value engineering and risk assessment, while others may specialise in contractual disputes.

The Chartered Institute of Building (CIOB) has many members who work as quantity surveyors. Students seeking work in the civil engineering, petro-chemical and general engineering construction industries may consider joining the Chartered Institution of Civil Engineering Surveyors (ICES) , approximately half of whose members are qualified quantity surveyors. Similarly, it may be worth joining the The Association of Cost Engineers (ACostE) .

There are opportunities for working abroad. The Royal Institution of Chartered Surveyors (RICS) advertises vacancies with international employers through the jobs section of their website, RICS Recruit.

Case studies : Chartered quantity surveyor: Simon Kempthorne

Simon studied for a construction management and surveying degree at the University of Reading. He is currently a chartered quantity surveyor at EC Harris.

I attended a careers fair at my university during my second year and was welcomed by EC Harris who gave me the opportunity to conduct a summer placement. This proved to be invaluable during my final year at university as I was able to utilise the skills I had learnt. I was also offered a full-time graduate role once I had completed my degree.

My subject of study was hugely relevant to my current position as it is an accredited degree by the Royal Institution of Chartered Surveyors (RICS). This enabled me to qualify for chartered status and I was able to complete the RICS Assessment of Professional Competence (APC) whilst working. This involved two years practical experience and passing an interview with a panel of assessors. The RICS professional qualification is highly regarded worldwide and I believe that it will prove to be a springboard to future career progression.

On a typical day I divide my time amongst the projects I am working on. I really enjoy this way of working as I am always facing new and exciting challenges across all phases of the built. I am able to frequently visit construction sites, which is great as you can physically see the fruits of your hard work. This ensures the work is consistently varied and interesting.

My role has developed from assisting in the commercial management of high-rise commercial and residential towers in the City of London to commercially managing the creation and operation of a large portfolio of built assets across Greater London for a leading public sector client. My career ambitions are to take an active role in developing the business through building excellent relationships with new and existing clients.

I enjoy working as part of a team in order to reach a common goal by sharing ideas, decision making and responsibilities. I especially enjoy the energy and innovative thinking that a high performing team provides. I also enjoy the variety of work which the profession provides and the opportunities for international mobility that EC Harris offers.

I find the most challenging parts of my job are managing team members and the expectations of clients. This will often involve challenging opinions and ideas of others in order to innovate and develop further ideas to tackle a problem.

The public sector presents many challenges. The best thing about working for the public sector is being able to provide tangible benefits to the public and being able witness the essential function and enjoyment the built asset provides.

I believe the construction industry presents many exciting opportunities. For those interested in a career in the industry I would recommend undertaking an accredited degree by the RICS. If this is not possible then seeking out an employer who can provide you with the training needed to enjoy a hugely rewarding career.

http://www.prospects.ac.uk/case_studies_chartered_quantity_surveyor_simon_kempthorne.htm

The Role of a Quantity Surveyor

The role of a quantity surveyor is to manage the costs relating to building projects. This may include new builds, renovations or maintenance work. From early design costs to final figures, quantity surveyors seek to minimise the costs of the project and enhance value for money whilst ensuring that the project meets all legal and quality assurance requirements.

Quantity surveyor duties typically include:
Conducting feasibility studies to estimate materials, time and labour costs
Preparing, negotiating and analysing costs for tenders and contracts
Coordination of work effort
Advising on a range of legal and contractual issues
Valuing completed work and arranging for payments

Qualifications

To become a quantity surveyor a degree or a professional qualification accredited by the Royal Institute for Chartered Surveyors (RICS) is required. The following degrees are considered most relevant to the role of a quantity surveyor:
Surveying
Construction
Civil engineering
Structural engineering

Entry into the profession without a degree or a relevant degree is possible. For those without a degree or HND some employers may be prepared to fund a part time degree top-up course. For those with a non-relevant degree will need to take an RICS recognised postgraduate conversion course.
Skills and Knowledge

In addition to the above qualification requirements employers also look for the following qualities:
Methodical way of thinking
Good knowledge of construction
Excellent problem solving skills
Good financial and numeracy management skills
Excellent communication and negotiating skills
The ability to absorb complex information and assess requirements readily
Computer literate
A clear understanding of HSE building regulations and legal guidelines

Career opportunities

After several years of experience in the industry many quantity surveyors have the opportunity to either become a contractor or move into a more lucrative consultancy based role. There is also scope to work abroad especially in places with large construction projects such as Dubai. To find out more about working in Dubai click here.

An alternative route for some is to move into a project management role. With specialist knowledge of cost assessments and control, many quantity surveyors enjoy using their skills and knowledge in wider sphere of activity.
http://www.technojobs.co.uk/info/candidate-guides/role-of-a-quantity-surveyor.phtml

What skills do you need to be a quantity surveyor?

Answer:

Quantity Surveyors have usually completed an appropriate tertiary degree course and undertaken work experience which qualifies them for membership of the Australian Institute of Quantity Surveyors.

TAFE Certificates and Diplomas qualify technicians who assist quantity surveyors in the office or on site, where they may specialise in particular aspects of the profession.

Quantity Surveyors work on projects ranging from office blocks, schools, hospitals, factories to bridges, railways, oil and mining development, shipbuilding and large process engineering works such as oil refineries. Anywhere, indeed, that major construction work is carried out.

The Quantity Surveyor, also known as a Construction Economist, or Cost Manager, is one of a team of professional advisers to the construction industry.

As advisers they estimate and monitor construction costs, from the feasibility stage of a project through to the completion of the construction period. After construction they may be involved with tax depreciation schedules, replacement cost estimation for insurance purposes and, if necessary, mediation and arbitration.

Quantity surveyors are employed predominantly on major building and construction projects as consultants to the owner, in both the public and private sectors. They may also work as academics in the building and construction disciplines and in financial institutions, with developers and as project managers.

Quantity Surveyors work closely with architects, financiers, engineers, contractors, suppliers, project owners, accountants, insurance underwriters, solicitors and Courts and with all levels of government authorities.

Quantity surveyors get their name from the Bill of Quantities, a document which itemises the quantities of materials and labour in a construction project. This is measured from design drawings, to be used by the contractors for tendering and for progress payments, for variations and changes and ultimately for statistics, taxation and valuation.

At feasibility stage quantity surveyors use their knowledge of construction methods and costs to advise the owner on the most economical way of achieving his requirements. Quantity surveyors may use techniques such as Cost Planning, Estimating, Cost Analysis, Cost-in-use Studies and Value Management to establish a project budget.

During design the quantity surveyor ensures that the design remains on budget through Cost Management. Essential additions are offset by identified other savings.
On completion of design and drawings, the quantity surveyor may prepare a Bill of Quantities, which is issued with the specification, for use by contractors in submitting tenders. The contractor's quantity surveyors/estimators generally prepare tenders, and may price alternatives for consideration.

The quantity surveyor is usually involved in assessing tenders and may also have been asked to advise on the type of contract or special clauses in it.

During construction the quantity surveyors are called on to fairly value progress payments at regular intervals. They will also value changes to design or quantities which may arise by reference to appropriate Bill of Quantities rates.

The contractor's quantity surveyor/contract administrator will have prepared claims for progress payments and additional work.

When construction is complete the quantity surveyor can produce depreciation schedules of the various project components and advise on realistic insurance replacement costs. In the case of construction disputes the quantity surveyor is often called on as an expert witness, and some quantity surveyors act as arbitrators. Both the contractor's and owner's quantity surveyors will be involved in this.

In addition to new projects, quantity surveyors also use their skills in refurbishment of old buildings, alterations to existing buildings and insurance replacement estimates. In public authorities they maintain cost statistics on a state or nation-wide basis, and there are opportunities for academic careers in the building disciplines.

Quantity surveyors must have orderly and analytical minds and be prepared to work to very rigid time schedules. As decisions involving large sums of money are often made using information produced by them they must be accurate in all aspects of their work.

Quantity surveyors work in the private sector with consulting firms, in the public sector mainly with the State Government Departments/Authorities and the Australian Construction Service, and increasingly with building contractors, financiers, property developers, project managers and universities.

http://wiki.answers.com/Q/What_skills_do_you_need_to_be_a_quantity_surveyor

Resolving conflict in the workplace

Conflicts at work can put extra pressure and unnecessary stress on us. Jobs can be demanding enough without the feeling that we are being victimised or bullied in some way.

In a way, the recession has added to this pressure. With companies cutting back and more redundancies being made, employees feel as though they have to work harder in order to keep their job secure – meaning extra work, more hours and more stress – ultimately leading to more conflicts in the workplace.

But this doesn’t mean it should be accepted in the workplace. And the first step, Cary Cooper, psychologist at Lancaster University, believes is to recognise this conflict: “It could start with aggressive behaviour in a meeting, colleagues not socialising or employees gossiping.”

The Advisory, Conciliation and Arbitration Service (Acas) believes that conflict at work can take many forms. It can be an individual with a grievance, a problem between an employee and a manager or conflict between two co-workers. However, all conflicts can get in the way of work and make a business less productive.

Common reasons for conflicts in the workplace can be office romances which turn sour, misunderstandings, jealously, a dislike of someone and, of course, excessive workload.

But where do you start if you feel that there is conflict between you and a colleague or a boss? Communication is the most important aspect at this stage. If a boss or colleague is unaware of your unhappiness with a situation then you must voice your concerns. But always at an appropriate time.

“Address your boss or colleague when they are not in a state of stress. This is important as there can be a lot of stress in the workplace. If they are not in the right frame of mind, you may not get the reaction you were expecting,” says Cooper.

Pick a quiet time when you and your colleague are not riddled with deadlines or back-to-back meetings. Use a calm tone of voice and ask for a professional setting to do it in. Accusing a colleague of conflict in front of others or in an unprofessional tone will not improve the situation.

Cooper also advises that we give specific examples of conflict which have arisen. “This way we are pinpointing on a specific time which made us feel victimised or bullied, rather than just generalising.”

Acas also advises that you should try to bring up a conflict before it gets out of hand. It could just be a misunderstanding, and the quicker it is diffused, the better; otherwise, it could have a detrimental effect on the rest of your colleagues and the company as a whole.
But what if the conflict persists?

If talking to your colleague or boss about the problem doesn’t have the outcome you were hoping for it’s important to seek advice or support from a higher level. Companies will usually have systems in place to deal with conflicts in the workplace.

Options available to you are speaking with a HR member within your company or a union representative and getting advice from outside sources such as the Acas helpline. If you are making a formal complaint you may need evidence, so first keep a record of events where you think you are a victim of conflict – including dates, times and descriptions of what happened. Also keep copies of anything else which you may think is relevant – such as emails, notes or letters. If it gets as far as a hearing, then you will need these as evidence.

If the conflict ends amicably, it shouldn’t just be forgotten and swept under the carpet; otherwise, the same problems may arise again and again. Time and effort needs to go into repairing this relationship. “You need to invest in that relationship again. Be co-operative, friendly and social because that element of your relationship has disappeared, and you need to get it back again,” says Cooper.

Most of all a conflict at work, whatever form it takes, shouldn’t be ignored. Unresolved conflict at work can backfire professionally and personally, so act before a minor conflict becomes a major one and not only affects you but also the business you’re working for.

Case study

Jenny was working as a shop assistant in a shoe shop and felt that the assistant manager was picking on her. “For some reason, she just didn’t like me. It made it a misery to have to go to work every day when I knew she would get me to do the most menial tasks.” Jenny finally plucked up the courage to talk to the manger about what was happening.

Thankfully, he handled it professionally and talked to both her and the assistant manager separately and together about their problems and helped them to work through them. “I found out that the assistant manger was bringing in her problems from home and taking them out on me and the rest of the staff. After we talked it through, things got much better.”

http://www.careerstructure.com/careers-advice/life-at-work/resolving-conflict-in-the-workplace

World Cup shows benefits of working on big projects

One of the most anticipated sporting events of the year is about to begin. The World Cup has shown that construction jobs abroad can be very rewarding – and not only by offering a new scenery and experience you may not be able to get locally. To show its appreciation for all the hard work done on the 10 world-class football arenas in South Africa, FIFA has given each of the 27,000 workers two tickets to a World Cup match at the venue they helped build.

“We want to say a big thank you to the men and women whose hard work, skill and creativity brought us to the point we’re at today. It is amazing what you have achieved and we hope that you will enjoy your World Cup experience,” said Jordaan, who together with the FIFA Secretary General handed over a symbolic ticket to Patrick Geqeza, who represented the construction workers at the ticketing event.

From the upgrading of the transport infrastructure, hotel and accommodation facilities as the stadiums which were either refurbished or built from scratch in nine host cities, construction companies and the workers received a major boost in these tough economic times.

“I am really proud when I look at the work my fellow workers and I have done over the years. The chance to sit in the stadiums we have built for a World Cup match is a perfect reward, something we would have never imagined,” said Geqeza, who has been part of the reconstruction of the Soccer City stadium from day one.

The tickets fulfil a promise made in September 2008 by FIFA President Joseph S. Blatter and the 2010 Organising Committee (OC).

The Ticket Fund, which is the body responsible for the distribution of the tickets, has set aside other tickets with the aim of having a wider impact on South African society. FIFA has worked with its partners adidas, Coca-Cola, Hyundai, Kia, Sony and Visa on community projects focusing on education, health and the environment. Another 66,000 are being allocated as a reward to South Africans in recognition of their contributions to these programmes. All the FIFA Partner projects are based on long-term partnerships that hope to create opportunities for South Africans for years to come.

http://www.careerstructure.com/careers-advice/life-at-work/world-cup-shows-benefits-of-working-on-big-projects

How to motivate your team members

When it comes to construction management jobs, it may seem like the best way to ensure success is to adopt a tough, target-driven approach. After all, most of the time, your objective is clear – complete a project. You figure, focus on your end product and everything will be alright. The problem with this is that it ignores your most important resource: your team. You may have a clear vision but your employees may not have the same goals those of the business. And managers can’t succeed on their own.

To move your company forward, you need to engage your team. You will get the most out of your staff if they feel like there is a shared vision between them and management.

Are you a people person?

The Work Foundation surveyed energy company EDF Energy and public services company Serco, as well as four other large businesses, and found that the most successful business leaders adopted a highly people-centred approach.

“Outstanding leaders focus on people, attitudes and engagement, co-creating vision and strategy”, says Penny Tamkin, whose team conducted 250 interviews over two years for the January 2010 report. “They manage performance holistically, attending to the mood and behaviour of their people as well as organisational objectives. And instead of seeing people as one of many priorities, they put the emphasis on people issues first.”

Some things you can do to make sure your team is as important as your profits statement:
Craft company objectives people can relate to. Being the most profitable company in the industry is fine for shareholders. Being a company that works together with a community is something employees can be proud of.
Understand what motivates people. Some people perform better when challenged, others when they feel like they are supported.
Converse with your employees. While you don’t want to forgo work for conversation, talking to your employees about things that may not be work-related is an important part of creating a positive and trusting relationship that will make things easier when the work stacks up.
Give people space and time. Crowding your employees will likely raise their anxiety level and that may lead to a decrease in work quality.
Set communal long-term objectives. If you want your employees to embrace long-term goals, make them part of the decision process.

“At the end of the day, leadership is all about attracting, retaining and motivating people to actually perform for you, and to deliver against goals”, as one respondent puts it.

“It’s almost about giving people something that they want to believe in, and to make them feel that what they’re doing is worthwhile. It’s also about ensuring that people enjoy what they do and have a sense of fun in what they’re doing.”

http://www.careerstructure.com/careers-advice/life-at-work/how-to-motivate-team-members-in-your-firm

Most effective way to search for a job

When searching for a job, it’s worth remembering the adage “work smart, not hard”. You could spend hours upon hours trawling through job ads every day, clicking on a search button an endless number of times. Or you could follow our advice so that relevant job opportunities come to you.

CV

There are two reasons why your CV and profile should be up to date. First, you want to have your CV ready when you find a job you want to apply to. Second, recruiters search for candidates in the same way jobseekers search for jobs. How will they find you if you haven’t uploaded a CV and completed a candidate profile?

It's important to perfect your CV; if you need help, see our guide on how to write a CV. When you’re done, its time to upload it for recruiters to find. Sign into your CareerStructure account (or create one if you haven’t already) and upload it to your jobseeker profile. You profile is an online version of your CV but it’s easier for recruiters to search than a traditional CV. Moreover, your profile lets you specify information you won’t have included in your CV, like desired work location and salary. Both your candidate profile and CV are very important.

Email alerts

Next, to avoid spending time scrolling through job postings, set up an email alert to automate the process. Specify the job role, location, salary, job type and key search terms, and a daily email will go out to you with jobs that match your criteria. Get up in the morning, have a cup of tea and start applying to a list of jobs you know are relevant and fresh.

Professional organisations

Whether it’s for networking, research or training, most professional organisations offer good value to members. You are able to connect with other professionals in your field, hear about new trends and show potential employers you are serious about career development. Organisations such as the Association for Project Management, the British Institute of Facilities Management and the Institute of Commercial Management even give out sector awards that would help you stand out to a recruiter.

The more efficient your job search, the more time you’ll have to focus on quality applications.

http://www.careerstructure.com/careers-advice/life-at-work/most-effective-way-to-search-for-a-job

Coming to work in the UK....why not?

Despite current global economic challenges, the UK construction market continues to experience a skills shortage for roles within the industry.

This trend is likely to continue with the demand for skilled workers boosted by construction projects such as those associated with the 2012 Olympic Games, Crossrail and the Thames Gateway developments.

Your skills

With shortages existing for architects, town and traffic planners, and civil engineers, a degree in one of these subject areas will stand you in good stead. It is also likely that UK employers will wish to see evidence of relevant work experience on your CV. Demand for site engineers, contracts managers and skilled tradesmen, among others, is also high and a relevant trade qualification will be essential.

Be aware that not all academic and professional qualifications are recognised internationally and UK employers may not immediately understand the level or scope of the qualifications you possess, so be prepared to outline exactly what you can do.

Opportunities in the UK construction industry will increase dramatically in the run up to the 2012 Olympics and the Construction Industry Training Board is preparing a system to assess workers from overseas, particularly those in skilled trades. This will include a health and safety test and a skills assessment to identify and convert foreign formal qualifications.

Most contractors and clients now demand proof of competence, before allowing workers onto their sites, which is provided by a Construction Skills Certification Scheme (CSCS) card. This is the industry's largest scheme and covers around 220 occupations including trades, technical, supervisory and management.

Not having a CSCS card may affect your ability to work on certain UK sites. For more information visit ConstructionSkills.

UK employers

The private sector offers the greatest number of employment opportunities, although many jobs exist with local authorities and other public bodies. The main employers operate in the following fields:
Civil engineering (search civil engineering jobs)
Construction and building services (search building services jobs)
Architecture and surveying (search architecture, building surveying or quantity surveying jobs)
Engineering construction (search mechanical, structural, electrical, site or civil engineering jobs)

Your opportunities

Leading UK employers are keen to recruit the best people in the marketplace so don't be put off by red tape. Many say they will treat candidates on merit and if you are the best person for the job they may apply for a work permit on your behalf. Some employers recruit only from overseas for specific jobs. For example, Balfour Beatty will take applications for its graduate programme from people outside the UK who need a work permit if they have a degree in quantity surveying, civil engineering or construction management.

A useful starting point for jobseekers not based in the UK is the European Employment Services (EURES) network — a partnership between all the public employment services in the European Economic Area. If you are an EEA citizen, your country's employment service will have details of UK vacancies supplied to it by the EURES website.
Search UK jobs
Find UK recruitment consultancies
Find UK direct employers
Applying for jobs

Make sure you tailor your job applications to the UK market and understand just what information employers expect to see in your Curriculum Vitae and application letters.

See our advice pages on writing CVs and cover letters.

If you are successful at making it to the interview stage make sure you are thoroughly prepared to answer the questions you may be asked and to deal with the skills and personality tests that organisations may ask applicants to sit.

See our advice pages on approaching interviews and tests.

Will I be allowed to work in the UK?

Be aware though that the UK government and employers are often only interested in recruiting non-UK graduates if they are unable to satisfy recruitment needs from their own nationals. It is generally very difficult for nationals of non-European Union countries to get employment in the UK if there are British people who can do the job.

Your right to work in the UK depends on a number of factors, including your nationality and the terms of your permission to enter the UK.

There are different rules for three main groups:
Citizens of the European Economic Area (EEA)
Other foreign nationals outside the UK
Other foreign nationals who are already in the UK

Each year, tens of thousands of work permit holders and dependents come to work in the UK in professions where there are skills shortages.

The government-run site Working in the UK provides clear information about the various routes open to foreign nationals who want to come and work here.

A visa (also know as 'entry clearance') is required for various foreign nationals before entering the country. Check with the Foreign and Commonwealth Office to see what kind of visa you need.

In the case of work permits, you will need to have secured a job before you arrive in the UK. It is employers who apply for work permits; not employees or recruitment agencies. Your employer has to prove you are the right person for the job. However, you must continue working for that employer to stay in the UK.

Under the UK Ancestry scheme, Commonwealth citizens with a grandparent born in the UK can enter the country and work for up to five years. No separate work permit is required and the scheme allows candidates who have worked continuously for five years to apply for permanent residency.

The Science and Engineering Graduates Scheme (SEGS), launched in 2004, enables certain non-EEA students who have successfully completed and obtained a degree (with second class honours or above), a Master's degree or a PhD, to work in the UK for up to 12 months upon completion of their studies.

For the full range of visas and permits, applications and leaflets, visit your local British Embassy or the UK Visas website.
What else do I need to consider?

Most employees will pay tax through the Pay As You Earn (PAYE) system, which means money is deducted from your pay by your employer.

In addition to tax, every worker between 16 and retirement age must pay national insurance (NI) contributions that will again be automatically deducted from your pay. Applying for an NI number can be a lengthy process, requiring an interview with identification such as passport, proof of address, a letter confirming you have work and, if available, pay slips. You will be given an account number, which is to be used when dealing with HM Revenue & Customs.

Getting a bank account in the UK can be an arduous task if you have just arrived here. Try to get your current bank to set up an account with an affiliated bank in the UK, as this is much easier. Banks require proof of address and a referral letter from your home bank or British employer. You may have to be resident in the country for six months or more before you can apply for a credit card or overdraft.

Good quality housing is not in shortage in the UK, but it can come at a price. The best way to start is to run an Internet search on one of the many property websites to assess the typical price for the area in which you're looking. A short-term flat share is probably the best option until you're settled.

http://www.careerstructure.com/careers-advice/life-at-work/coming-to-work-in-the-uk

Management advice from industry leaders

How can you make the leap from keen novice to high-flying manager? According to industry experts, while technical knowledge is useful, it’s the softer skills that count.

Ben Woodgate is a design co-ordinator of a commercial office construction in London. He’s been working for two years for building and engineering specialist Kier. Working life as a manager, he says, is very different from what he expected. “I’ve found that many things you learn in your degree don’t necessary apply when you start work. You have to develop the confidence necessary to tell people – who may have many more years’ experience as you – what to do.”

While this confidence comes with time, there are lots of other ways you can improve your management skills – how you ‘tell people what to do’.

Making a connection

Now, more than ever, construction management is all about the people. A medium-sized project costing around £5 million may entail managing up to 50 people at any time, but even managers of smaller projects could look after up to 15 people, including designers, surveyors and sub-contractors.

The Chartered Institute of Building (CIOB) named David Wilson, a manager at full-service construction business Morgan Ashurst, Construction Manager of the Year 2009 for his role managing a university project in York. For him, establishing good relations is key.

“A good working relationship involves being friendly, receptive and respecting people and their knowledge. General speaking, if people working on a project get on as well with each other at the end of a project as they did at the beginning, then you’ve succeeded.”

A good manager will have good communication skills.

“You have to communicate on many different levels to different people, from the client to surveyors, engineers, labourers – anyone working on the team,” says Saul Townsend, a spokesperson for the Chartered Institute of Building (CIOB). “Imagine a project involving, say, building a school. You will have to be able to liaise with the client – the local authority – and also the people on site: the teachers and the children.”

Recent developments in technology over the last few years have improved communication, says Townsend. “Most sites have wireless internet where information can be shared quickly and easily. Everyone's got access to CAD drawings online now, so it's much easier to check the designs and discuss them over extranets or intranets.”

But direct communication is still important, according to Paul Sealey, who’s head of organisation, development and training at Kier.

“Recent advances in technology have made it easier to reach everybody working on a project at one time. But with people actually working on site with you, it’s much more effective to go out of the office and speak to them face to face.”

Time for good management

Ben Woodgate has found that time management is another important aspect of his job. “You learn to juggle many different tasks and prioritise the most important. Most people consider their job is the most ‘urgent’ but it’s up to you to decide what really is urgent and organise tasks accordingly,” he explains.

“A lot of project management is about logistics and planning – whether you’re talking about human resources, building materials or the financial side,” agrees Paul Sykes, head of recruitment and careers at ConstructionSkills.

According to David Wilson, a good construction manager always plans in advance. “It’s important to look at the whole picture. Have a plan from the start, look at the site overall and check any budgetary issues at the beginning.

“You should also choose the right supply chain,” he says. “For example, roofers may also have cladding skills, so you don’t have to organise a different sub-contractor to do two separate jobs.”

A head for business

A recent survey of current practice in the industry, the Wolstenhume Report, suggested that new construction graduates have excellent technical knowledge, but lack business know-how. Ben agrees. “I need to learn about the commercial aspects of the project – and that’s something which I’ve learnt since working at Kier.”

Of course, on most projects, it’s the quantity surveyor’s job to manage costs and keep track of the financial aspects. But Paul Sykes believes that sticking to budget, particularly in the current economic crisis, is a vital part of being a good construction manager.

“Although, depending on the type of project, the quantity surveyor will be the financial specialist, it’s fundamentally the manager’s responsibility to keep to budget,” he says.

Keeping it safe

The watchword in construction at the moment is health and safety. Despite ever more stringent regulations, there were still 53 fatalities following construction accidents in 2008/2009, according to Health and Safety Executive figures.

For Ben, “health and safety is an important part of my job. Health and safety officers visit once a week, and it’s up to me as manager to report any problems and ensure that procedures are put into place.”

Paul Sealey agrees. “It’s important to make the site a really safe place to work, to make sure everybody’s briefed properly and that everybody knows their responsibility.”

But a good manager shouldn’t just focus on physical injuries.

“Construction managers should be good at spotting stress levels, professional relationship issues and the dynamics of the work,” says Townsend.

Maintaining quality

Once you’ve gained these skills, it’s vital to keep them up.

http://www.careerstructure.com/careers-advice/life-at-work/management-advice-from-industry-leaders

Making the most of temporary positions

The construction industry may be treading water at the moment, leading more companies to offer temporary work to those seeking their first and second jobs. But approach them the right way, and you’ll reap the benefits of a new flexible kind of working.

Saul Townsend, spokesperson for the Chartered Institute of Building (CIOB), says some areas in the industry are faring well.

“In the UK there is a wide range of public infrastructure projects on hand, with clients looking for best-value tenders from contractors in an increasingly competitive marketplace. Moreover, there are still skills shortages in many key areas, such as construction management, because of the additional training required to become a professional.”

But the industry is nothing if not cautious, and it’s that which has led many construction companies to offer a wider range of temporary contracts over full-time work.

“It’s certainly our perception that the industry has increased its number of temporary contracts available,” says Saul. “It makes sense for them to be flexible in the short term – and temporary contracts are ideal for this. Construction is a very flexible industry, anyway, and is full of people who work on a temporary basis, such as contractors.”

According to Saul, most temporary professional jobs in construction last six to 36 months. “Construction managers oversee the whole process, so will be employed throughout, while engineers or surveyors may be employed for only part of a construction project.”

Extra flexibility, same benefits

So why choose a temporary job? There are many benefits to choosing a part-time over a full-time contract. For example, if you’re not sure where you’d like your career to go, it will give you the opportunity to see what suits you. Construction goes where the work is, so many jobs could be in exotic locales abroad – places you might not necessarily consider working.

“It’s fair to say that a temporary position is more likely to be abroad,” says Saul. “There are plenty of opportunities in the Middle East, China, Australia and Africa, as well as government-funded infrastructure projects here in the UK.”

“Even in a full-time position, you have the opportunity to experience a variety of different projects in a variety of different places,” he adds. “That’s one of the benefits of the industry.”

You should also be entitled to the same benefits with regard to pensions, sick pay and holidays. And, if you make the most of your role, this puts you in a good position with the employer when a permanent position opens up.

Making yourself wanted

So how can you make the most of your role? For Dr Mark Shelbourn, programme leader for construction management at Nottingham Trent University, making the most of every opportunity is key. “Make the most of your time. Whether it’s a long or short-term contract, the more varied roles you can take on the better.

“The best way to make your temporary contract a permanent one is to make every effort to make yourself indispensable. Do the job to the best of your ability, but be flexible as well and make the most of every opportunity.”

Saul agrees. “To turn a part-time into a full-time job, you need to show your value to the company,” he says. “Make yourself someone they’ll want to hold on to. Get to know your manager – strike up a good relationship. Ask him or her about your progress and where he or she would see you working in a few years’ time. Prove your value to the company and show willingness that you’d like to have a career with them. There are always opportunities out there if you can prove your worth.”

On the other hand, don’t assume that because you have a limited time period, you have to hit the ground running. “Employers love it when a student is not afraid to ask questions if they’re unsure about something,” Mark says. “You’ve still got plenty of time to learn. A softly, softly approach is key.”

We spoke to Tom Foulkes, director general of the Institution of Civil Engineers (ICE), for an engineer’s perspective. “Taking a temporary or contract role could lead to other opportunities if you have the right attitude,” he advises. “Once you're in the door you have a much better chance at any new roles that come up. There are jobs out there so make sure you are prepared, enthusiastic and proactive about your approach.”

Keeping up with training

“You will still be able to pursue your professional training and CPD in a temporary contract,” says Saul. “It’s in your employer’s interest to ensure you are well-trained and well-versed in what’s going on in today’s industry. By doing a temporary job, you often get more chance to tap into the knowledge of the whole industry, through talking to colleagues and learning about different projects.”

Other options

Tom’s advice is to look at a range of options. “With fewer roles around you may have to drop your expectations,” he says. Besides temporary contracts, voluntary work could also be an option; "Another alternative would be to consider volunteering in developing countries, through RedR or other aid agencies,” Tom says. “This is a fantastic way to gain valuable, but different, experience while using your expertise to help communities who need it most." RedR is an international charity that recruits engineers and other construction workers to help build infrastructure where it is needed most.

http://www.careerstructure.com/careers-advice/life-at-work/making-the-most-of-temporary-positions

Working abroad

There are lots of opportunities to work overseas in the construction industry as all the leading civil and structural engineering companies have operations across the world. Many overseas postings also come from developing countries where population growth and increasing tourism are fuelling projects in housing, commercial builds and public works, as well as industrial process plants and transport infrastructure.

Your opportunities

One of the surest ways to get a job abroad is to work for a UK-based company with overseas offices and operations. Although you are unlikely to find yourself on a plane immediately, construction professionals can find themselves posted abroad at quite an early stage in their career.

Mott MacDonald, an international consultancy with employees working in over 100 countries, sends some of its UK graduate recruits overseas once they have gained a few years' experience. Global construction giant, Atkins recruits new graduates into one of its UK offices but has plenty of future opportunities to work overseas.

Disaster also creates demand for skilled building and construction professionals. For example, the Indonesian government set down £40 billion to recover its infrastructure following the Tsunami of 2004. The relief agency Registered Engineers for Disaster Relief (RedR) has 4,000 professional engineers registered on its database.

Benefits of working overseas

Don't underestimate the benefits of overseas experience to your future career. An overseas posting can:
Display your ability to work with diverse groups of people and teams
Offer an opportunity to gain and hone language skills
Improve your awareness of different cultures and working styles
Set yourself out as a self-starter, motivated to develop your career
Bring financial benefits — particularly from overseas living expenses and tax advantages

Marketing your skills

If you decide to embark on a search for overseas experience, target your applications carefully. Be honest with yourself about where in the world you would be most suited to work and then research thoroughly all potential employers in those areas and the types of personnel they are likely to want.

As a national of a European Economic Area (EEA) or European Union (EU) country, you have the right to work in any other member state, without requiring a work permit. However, unemployment is high in some of the newer member states so the flow of workers is more likely to be out than in.

Currently the following EEAs or EU countries have a demand for skilled professionals in the building and construction industry: Austria, Belgium, the Czech Republic, Denmark, Estonia, Finland, France, Greece, Hungary, Iceland, Latvia, Lithuania, Luxembourg, Norway, Poland, Slovakia, Slovenia, Spain and Sweden.

Elsewhere in the world, the opportunities available to you will depend on the state of the local employment market, work permit requirements and immigration procedures. Immigration into Commonwealth countries is becoming more difficult, as they produce large numbers of their own graduates, and often employers and governments are only interested in recruiting Britons if they are unable to fill their vacancies from their own national pool of recruits.

Do not be tempted to travel to the country you'd like to live and work in and then start looking for a job. It is virtually impossible to gain the right to work in a country once you are there. Immigrant visas are normally granted to people who apply in their country of residence so sort out all the paperwork before you leave home.

Your skills and qualifications

Not all academic and professional qualifications are recognised internationally. Some countries consider degrees to be vocational and some employers will be wary of employing arts and social science graduates for commercial positions. British graduates can find that overseas employers are sceptical of degrees that take only three years to complete as their national students spend much longer gaining their degrees. New language skills can take a long time to acquire, so make sure you know how crucial this is for any position you are considering.

Potential employers

Major UK-based building and construction companies with overseas offices and/or operations include:
Arup
Atkins
Balfour Beatty
Bechtel
Bouygues UK
Carillion
Fluor Corp
Halcrow Group
Mott MacDonald

Information sources

It is always worth starting your search for job opportunities online either through the leading job sites or recruitment consultancies, many of whom have specialist international divisions. Search international jobs on CareerStructure.com.

If you are looking for work in an EU country, try consulting the employment services in the UK or the country where you wish to work. The European Job Mobility Portal provides contact details in each country, details of vacancies across Europe plus information on living and working conditions in various countries.

For speculative applications to overseas companies, try using some of the following sources to identify a list of potential employers.
UK Trade & Investment — information centre; statistics and market information.
Expertise in Labour Mobility — agency offering information on job availability and recruitment practices in various countries.
Europages — online business directory of 600,000 companies in 35 European countries.
Directory of International Employers — produced by the careers service at the School of Oriental and African Studies (SOAS) covers 19 countries outside Europe and the USA.

Enquiries about immigration should be made to the appropriate embassy or high commission in the UK. Full details are available from the Foreign and Commonwealth Office.

http://www.careerstructure.com/careers-advice/life-at-work/working-abroad

Volunteering in the construction industry

Volunteer work can not only be fulfilling but, depending on what you do, it can also sharpen your career skills, open doors and add necessary examples to your CV. This is especially true when it comes to the construction industry, where employers want to see concrete examples of teamwork, practicality and, potentially, management skills.

One of the greatest benefits, aside from the pleasure of helping others, is the chance to meet new people – and make important contacts. Major companies like Tarmac or Npower regularly send their employees on volunteer away days as a way of bolstering team spirit, enhancing communication or, sometimes just by way of a thank you, a means of letting the team get out of the office. And if you’re looking to break into such a company but aren’t sure who to contact, meeting someone while volunteering can be a vital foot in the door.

The projects these businesses help with are not always obvious so it can prove highly beneficial to think outside the box when considering volunteering projects. Npower, for example, sent its employees in 2009 to clean part of the coastline along the Vale of Glamorgan and, in partnership with Zurich, began the groundwork to build a community environmental facility at a primary school in Swindon. Volunteering projects involving more than one business are not uncommon so you’ll have an opportunity to meet several people at these events as well as picking up ideas from both organisations – something businesses encourage.

Jacqui Gavin, community investment executive at Npower, said: "There was some healthy rivalry on the day which only spurred the volunteers on. It was fantastic to look back at the end of the session and see what we had been able to achieve by working together."

Offering up your time for free isn’t as strange an idea as it might first sound and you don’t have to be working for a company already to do it. Around 44 per cent of British adults volunteer formally for a club or organisation (such as the Scouts, a local football club or a charity), and if you add in informal volunteers, those sparing the odd hour every couple of months or so to help others, the figure rises to 64% – that’s nearly two in three people. With such a large percentage of the population giving up their spare time, there’s clearly something in it.

“Volunteering is a great way to learn more about the new community that you are living in,” explains Laura Hacker of Coventry University’s Horizon Volunteering. “It also gives you the opportunity to learn new skills, meet like-minded people and make a valuable contribution to your local community.”

Horizon is one of the many organisations across the UK that can help organise volunteer work for you. The organisation finds out what type of volunteer work you’re looking for, what your aims are for that work and when you’re free. As Horizon has been running for nearly ten years, the organisation has hundreds of local contacts, from wildlife reserves through to local schools and homeless shelters. While primarily aimed at those studying at Coventry University, Horizon also helps other volunteers from the local community find placements and the benefits and reasons to volunteer, as listed below, are the same for both groups.

Other reasons to volunteer include:
Improve your CV
Boost your employability
Meet new people
Gain a sense of achievement
Improve your job prospects
Have some fun
Explore possible career paths before you settle on a professional route
Help your local community
Challenge yourself
Build your confidence
Make new contacts and find the right people to speak to
Follow up on an interest
Do something new
Turn theory into practice
Develop yourself

If you’re not sure you have the right skills to get the job you’re after, volunteering can again prove a good place to build on those skills or allay your fears. Of the 800 or so Horizon volunteers, 97% of them felt they’d picked up new skills as a result of volunteering and 90% thought they were more employable as a result of their efforts.

Wherever you are in the UK, there is an organisation that can help point you in the right direction for the skills and experiences you need. Do-it is a national database of volunteering opportunities in the UK and has been running since 2001. The website’s search engine has a section specifically for improving your employability (under ‘employment’ in the drop down box) which features roles designed to bolster your CV. If you can’t find something there, you can also try the websites for Volunteering England, Volunteering Wales or Volunteers Scotland. All of these websites offer geographically specific search engines so you can search for opportunities in your local area.

http://www.careerstructure.com/careers-advice/life-at-work/volunteering-to-boost-cv

Quantity surveyor

Quantity surveyors manage and plan all costs associated with all types of construction projects, from outset until completion. Above all, quantity surveyors are concerned with doing the best possible job at the best possible price.

A diverse, exciting and potentially well-paid career, quantity surveying offers the ideal opportunity to enjoy both the commercial and practical elements of construction.

Most quantity surveyors work in private practice, for local authorities or for a contractor. They work both on new builds and refurbishment projects.

The role of quantity surveyor has changed significantly in recent years. Private practices in particular have had to be prepared to take on a broader remit of work and a greater range of projects. As a quantity surveyor, you could be working on anything from a pothole to a £1-million scheme.

Modern quantity surveyors no longer just price up and measure jobs – their role has become more strategic and they are now involved in everything from producing tender documents and planning costs to preparing final bills of quantities. They ensure all work at every stage of a project is completed on time, within budget and to the correct standard. Each project is different, and comes with its own challenges.

Ben Lane, a quantity surveyor for Amey maintaining roads, bridges and streetlights in Hertfordshire says: “Understand and follow the contract on a project and you’ll not go far wrong.”

Salary

Professionals in the field made on average from £44,100 to £48,600 in 2008, and from £47,700 to £51,900 in 2009, according to figures from jobs posted on CareerStructure.com.

Hours and environment

Occasional weekend and evening work may be needed to meet deadlines, and the days can be long. A quantity surveyor for a contractor working on site might work between 7:30 am and 6 pm, while for those in private practice or with a local government department, the hours can be slightly shorter.

You’ll probably spend most of your time in an office. If your office is not on or near the site, you may well have day visits, possibly with early starts and late finishes. Alternatively overnight stays or much longer secondments are common, so a willingness to travel and flexibility are important.

Skills and interests

Quantity surveyors have to negotiate with all kinds of people, from site workers to directors, professionally and fairly, so you’ll need to express yourself well, both when speaking and in writing. Quantity surveyors also have to work well in a team.

You’ll need to be able to read architectural drawings and have an appreciation of construction processes, along with excellent numerical and IT skills. You’ll also have to get your head around building law and regulations, as well as health and safety matters, tax and insurance and contract law, so that you understand the legal implications of any decisions.

Employers expect a broad range of building, managerial and communication skills, along with sound commercial awareness. You’ll need enthusiasm and leadership potential, since you’ll probably be managing sub-contractors, and be able to think in an innovative way. Practically minded people who approach problem solving in a methodical and logical way make good quantity surveyors.

Prospective employers look for a genuine interest in, and enthusiasm for, the construction industry. If you’re able to get some work experience with a surveying company before you start employment proper, that shows commitment.
The industry

Although quantity surveying has traditionally been male-dominated, women are increasingly joining the profession.

There are growing opportunities for the self-employed, since more and more companies are making use of agency or freelance staff. Equally, there are now more opportunities abroad. The commercial management aspect of the role is also set to be a growth area.

While quantity surveying is as recession-sensitive as any other career in the construction industry, the way the profession has adapted has helped it to survive the downturn, and talented graduates will always been in demand.

Quantity surveyors working for local and central government have enjoyed greater job security than those in private practice.

Entry

The most obvious route in is to study for a university degree in quantity or building surveying or a construction-related subject. Make sure your course is accredited by the Royal Institution of Chartered Surveyors (RICS) or the Chartered Institute of Building (CIOB).

Many companies offer graduate trainee schemes. Once you're in a trainee role, you can register for the Assessment of Professional Competence (APC), the final step to becoming a Chartered Surveyor. You can sit it following at least two years’ structured learning in employment, and, once you’ve passed, you’ll have the letters MRICS after your name.

Training, other qualifications and advancement

It’s possible to become a quantity surveyor if your degree is in an unrelated subject. A full-time conversion course takes a year, or you can study part-time or with distance learning for two years. Often your employer will sponsor you to do this. You can even work towards the RICS professional assessment interview — the Assessment of Professional Competence (APC) — at the same time. RICS also offers an entry-level, non-chartered associate grade of membership. It provides an opportunity for those with work experience and relevant vocational qualifications to gain recognition of their skills in quantity surveying. For those wishing to progress to chartered status, the associate qualification will also provide a stepping stone to chartered membership (MRICS).

The CIOB also runs a professional development programme under which you complete a personal development record over three years, based on a skills and competency requirement. This is followed by a professional interview.

As they gain experience, some quantity surveyors develop more strategic roles in value engineering and risk assessment, while others specialise in areas like contractual disputes. Once they have some experience, quantity surveyors may also choose to go into project management, which gives them control of a whole project for a client, from initial design to completion.

Getting ahead in quantity surveying is about taking on as much responsibility as possible as early on in your career as you can, even if the rewards for doing so do not appear instant.

Progression is also about remaining professional at all times, and selling yourself to the right people in the right way.

Top employers

It’s possible to work as a quantity surveyor all over the UK. You could be based with a local authority, with a contractor or in private practice.

http://www.careerstructure.com/careers-advice/profiles/quantity-surveyor

Improving your career through learning

Learning doesn't end when you leave school or college: people go on learning throughout their lives, for work and leisure. Whether you are looking for a job or planning a career change, new skills and qualifications can help you get more of life and work. You can:

think about what you need to learn
find out more about qualifications at all levels
look for a course in your area
find out about learning at work, at home and elsewhere
sign up to store all the information you find and keep track of your learning

Why learn?

People never stop learning. Whether you are doing a course, in work, or volunteering, you are increasing your skills and your confidence. The more skills you have, the better your chances of finding the right job and getting more out of life. Open a Lifelong Learning Account and you will be able to keep track of all the study you do.

Getting a qualification

A qualification is proof that you have knowledge or a skill in a certain area. Qualifications aren’t the only way to show your skills: work experience or volunteering are other ways of showing what you can do. But qualifications are a good way to let an employer see what skills and knowledge you have. Don’t worry if you haven’t studied for a while. Many people return to learning after a break, and really enjoy the experience. You can study in a variety of different ways now, including at home.

Returning to learning
Flexible open learning and home study
Beginning with the basics

You may have left school without qualifications and have worries about your maths and English. You might think your IT skills need some updating. Getting more confident about the basics is a great way to start improving your skills. There are many courses to choose from, in colleges, learning centres and libraries. Another good way to begin is through a leisure course, in a subject you enjoy, such as photography, cookery or crafts.

Learning for leisure
Improving your reading, writing and numbers
Improving your computer skills

Which qualification?

There are many opportunities for gaining a qualification at different levels. Some are work-based, others concentrate on a particular subject. Levels range from basic qualifications to university degrees and diplomas. You need to think about where you would like to go in your career and what qualifications you need to get there.

https://nextstep.direct.gov.uk/Improvingyourcareerthroughlearning/Pages/default.aspx