As a construction contractor, you’ve probably experienced challenges such as managing safety risks, maintaining vehicle compliance, or reducing your environmental footprint. The Fleet Operator Recognition Scheme (FORS) is a standard that addresses these challenges head-on through a structured framework built for improvement. Understanding FORS requirements, rules, and procedures will give you the information you need to navigate the accreditation process without turbulences. Also, by implementing FORS, you can enhance your operational standards, improve safety, and boost your company’s reputation.

What is FORS?

The Fleet Operator Recognition Scheme (FORS) is a voluntary accreditation system. It’s designed to help you and your fleet operators improve performance in key areas such as safety, efficiency, and environmental protection. Established in 2008, FORS was initially developed by Transport for London (TfL) but has since expanded to other industries nationwide.

The Mayor’s Vision Zero

The drive towards FORS Gold and equivalent accreditations is directly connected to the Mayor of London’s Vision Zero strategy, which aims to eliminate all deaths and serious injuries on London’s transport network by 2041. This ambitious goal depends on stringent safety and operational standards across all sectors, including construction.

The FORS’s Accreditation Impact on the UK Construction Industry

You’re a contractor; why would all this concern you? Because the FORS is here to help your operations and save you a lot of headaches (even if it may feel the opposite at first). 

The Implications for Contractors

FORS Gold accreditation and equivalent schemes such as Mission Zero and DVSA Earned Recognition are poised to have far-reaching implications for the UK construction industry. For you, that means changes in how you manage and operate your fleets. Compliance with FORS Gold or its equivalents is not a matter of ticking boxes; it requires devotion:

• Vehicles that are regularly maintained and meet high safety standards 
• Ongoing training for drivers and operational staff
• Robust systems for tracking and reporting operational data implemented according to accreditation requirements

The Benefits

FORS aims to raise standards by providing a set of criteria that must be met to achieve recognition. The advantages of being accredited are equally manifold, including:

• Enhanced credibility
• Reduced operational costs
• Improved safety records
• Stronger reputation for environmental responsibility

Competitive Advantage and Market Positioning

As seen with the Greater London Authority (GLA) Group’s stipulations, many high-value contracts now require compliance with FORS Gold or equivalent standards. Accreditation thus opens doors to lucrative projects and establishes companies as preferred partners in the market.

Environmental Sustainability

The construction industry substantially contributes to pollution, with transportation and machinery emissions being the major culprits. Environmental standards within the FORS Gold framework address these concerns head-on.

Operational Efficiency and Cost Savings

FORS-compliant fleets operate more efficiently with data-driven operations and improved route planning. Beyond reduced emissions, shorter downtime due to better maintenance and enhanced driver performance collectively lead to significant cost savings.

Source: FORS-online

Levels of FORS Accreditation

FORS accreditation is structured across three progressive levels: Bronze, Silver, and Gold. Each level builds upon the previous one, which means you will face increasingly stringent standards. That way, the structure encourages a greater commitment to continuous improvement.

Bronze Accreditation

Requirements: Bronze is the entry-level accreditation, focusing mainly on fundamental safety, efficiency, and environmental practices. You (or your operators) must demonstrate an established essential management system that complies with legal requirements.

Assessment Process: Achieving Bronze accreditation begins with an initial audit, during which an independent assessor reviews your operations against the FORS Standard. This step covers various aspects, including driver and vehicle management, safety measures, and environmental performance.

Why it Matters to You: Achieving Bronze accreditation denotes your commitment to basic safety and legal compliance. It’s about credibility and the capacity to reassure clients and partners that your operations meet industry standards. This base level also sets a strong foundation for further improvements and is obligatory for higher levels of accreditation.

Silver Accreditation

Requirements: This is your opportunity to build on the Bronze foundation by introducing more advanced practices. Silver level includes systematic performance monitoring, vehicle safety equipment enhancements, and proactive environmental management.

Assessment Process: You must submit evidence of your continuous improvement efforts and undergo periodic audits. At this level, you’ll also learn about the importance of data-driven decision-making and sustained performance tracking.

What You Get: Silver accreditation demonstrates your organisation is prepared to implement advanced safety measures. Passing this level should open new business opportunities, as many clients and contractors prefer to work with Silver-accredited operators. Additionally, it can lead to cost savings and improved operational performance.

Gold Accreditation

Requirements: Gold is the highest level of FORS accreditation; in other words, it is the pinnacle of operational excellence in the field. To get there, you must demonstrate exceptional performance in all areas covered by the Bronze and Silver standards and then show leadership in advancing best practices within the industry.

Assessment Process: Achieving Gold requires rigorous audits and detailed performance records over an extended period. You must be strongly committed to continual improvement and innovation in safety, efficiency, and environmental impact.

Why It’s Worth It: Gold accreditation positions your organisation as a leader in the industry, showcasing your dedication to excellence in every aspect of fleet management. This prestigious status can significantly enhance your reputation and attract high-profile clients—not to mention give you a competitive edge in tenders and contracts. It also sends a message about your commitment to sustainability and corporate responsibility, showing you’re ready to align operations with broader societal goals.

Key FORS Requirements, Rules and Procedures

One of the FORS Gold accreditation’s most immediate impacts is the improvement of safety standards within the construction industry. Not that safety hasn’t always been a critical concern in construction, but the FORS framework, with its rigorous safety protocols, encourages faster, continuous improvement.

Project Management

Policies and Procedures: This is the backbone of FORS compliance, which consists of comprehensive policies covering all aspects of fleet management. Regularly review and update the documentation to reflect best practices and regulatory changes.

Risk Assessment: Conduct scheduled inspections to identify potential hazards and evaluate risks. Implement control measures to mitigate them. Proper incident reporting and investigation procedures must also be in place to address any safety concerns promptly.

Vehicles

Maintenance and Safety: Another core requirement is that all vehicles be in excellent condition and operate safely. Perform regular maintenance checks, keep thorough inspection records, and adhere to manufacturer guidelines. Your operators must also keep detailed logs of all maintenance activities to demonstrate compliance.

Emission Standards: Your vehicles must also meet the required environmental criteria, so work actively to reduce the fleet’s footprint. The foolproof way to get there is to adopt cleaner technologies, such as low-emission or electric vehicles, and/or optimise routes to minimise fuel consumption.

Drivers

Training and Competence: Continuous professional development is non-negotiable in FORS requirements, rules, and procedures. You must provide regular training programmes, including safe driving practices, vehicle handling, and environmental awareness. Only that way will your drivers remain competent, armed with proper knowledge, and able to comply with current regulations.

Journey Planning: Efficient journey planning involves optimising routes to reduce travel time and fuel consumption. Plan the routes strategically, with safety and environmental impact in mind. Leverage advanced planning tools and technologies to help you achieve these goals.

Source: FORS-online

Operations

Performance Monitoring: Operators should collect and analyse data on various metrics, such as fuel consumption, incident rates, and maintenance costs, to identify areas for enhancement and ensure compliance with FORS standards.

Health and Safety: Protect the employees’ health and safety by implementing measures to manage fatigue, conducting regular health checks, and promoting a safety culture within the organisation. You should also have systems in place to monitor and address any health or safety concerns that might arise.

Technological Advancements and Innovation

To meet FORS’s stringent requirements, you may invest in advanced telematics and fleet management systems that provide real-time data on vehicle performance, driver behaviour, and operational efficiency. In addition, the push for environmental sustainability under FORS and Mission Zero encourages the adoption of electric and hybrid vehicles, energy-efficient machinery, and innovative construction techniques.

Source: FORS-online

How Hiring Equipment Can Help You Meet FORS Requirements

1. Local suppliers can provide well-maintained equipment aligned with FORS’s safety and upkeep standards. 
2. They can also offer quicker delivery and reduced transportation distances.
3. They are familiar with regional regulations, which means legal compliance.

By using a local supply chain network such as YardLink, contractors can rest assured they are meeting the necessary regulatory requirements. 

YardLink takes on the task of finding and verifying suppliers who meet these standards, so you don’t have to. We handle the compliance and accreditation checks, allowing you to focus on other aspects of the project.

You can add a Gold-accredited supplier and any other request to your inquiry. Or, contact us and book a demo today to see how much we can do to help you reach your FORS goals!

Modular construction has existed for centuries. Yet it is only now, with the growth of technology and changing social-economic pressures, that construction companies worldwide are turning their attention back to the many benefits of off-site manufacturing. In fact, the modular construction market is valued at approx. €17 bn. This new method is proving popular for several factors, including cost-efficiency, sustainability, and quality control. 

So, what is modular construction? 

In contrast to traditional build methods, modular construction is the process of building 2D and 3D prefabricated elements off-site before shipping them to the building site for final assembly in situ. As much as 80% of the building takes place off-site, which is a massive shift in approach from conventional construction. This inevitably impacts every aspect of the build, from design and planning to logistics and manpower, putting enormous pressure on procurement managers and company owners to quickly adapt company processes in order to keep up. 

But why do we think now’s the time that modular construction is going to overtake traditional construction for good, and how can the industry prepare for the change?   

Love it or loathe it? A short history of modular construction

The ‘popularity’ of modular construction has peaked several times in recent history. Most notably, in post-war Britain, we saw a spike in the use of prefabricated or modular construction methods, with a nationwide push to rebuild quickly. 

Traditional materials and skilled labour were in short supply, so prefab buildings became a familiar sight up and down the country. With tight budgets, the focus was on function over form, so many of us will have grown up with a less-than-favourable view of modular construction. As soon as the economy returned to normal, the modular prefab was dropped in favour of traditional, and perceived, better-quality forms of construction. 

Once again, however, with the rise of the European refugee crisis, governments and construction companies are turning to modular construction to offer quick, cost-effective solutions to the huge demand for shelter, housing, hospitals and schools. As the history of modular construction has demonstrated, this radically different build style has its uses, especially in an emergency. However, industry-wide doubts about build quality, safety and longevity mean that modular construction might struggle to secure a long-term future. Until now, that is. 

So, what’s changed and why is modular construction here to stay? 

From better materials and new technologies to waste reduction, these are not the modular construction manufacturers of the past.  

Technology and progress 

Technology is advancing, and fast. It’s now possible to manufacture large parts of any building in modular form off-site. In the past, modular construction was quick and cheap, leading to the common view that modular was a cost-effective yet low-quality, short-term building fix. 

With precision design, new lightweight materials, and car-manufacturing style processes taking place under factory conditions, modular construction is a truly modern alternative – offering advanced quality control and safety checks carried out off-site.

For example, the BROAD group in China claims their modular buildings are “ten times lighter and stronger than conventional structures, and they are resistant to earthquakes and typhoons.” From luxury builds to 200-storey skyscrapers for residential or commercial use, modular construction processes are now widely seen as a high-quality alternative to traditional methods. 

Proven cost-reduction and efficiency

Prefabricated modular construction is built for efficiency. For example, lowering ceilings for tradespeople so they don’t waste time going up and down podiums, all while reducing health and safety risks. There is a massive opportunity for construction companies and the industry to reduce overall project times. 

For the UK, where demand for real estate is high, and the availability of skilled labour is low, the modular construction model offers a quick and cost-effective alternative to traditional builds. According to a recent report by McKinsey & Company, modular construction results in a 20% reduction in building project costs. The report shows that prefabricated modular construction can cut build times by as much as half. This is a huge potential win for procurement managers whose job is keeping every project on time and budget. 

However, the construction industry is still the least digitised sector in Europe, with inefficiencies costing $1.6 trillion each year – this will quickly need to be addressed if they are to benefit from the potential savings of modular construction solutions. 

The drive to net zero

Today, sustainability is at the heart of every leading company’s business strategy. In construction, it’s even more critical to demonstrate that a commitment to sustainability goes beyond words. Currently, building construction is responsible for approximately 40% of all primary energy use, 26% of materials and resources used, and 35% of waste generation. 

With advances in sustainable materials, a reduction in on-site build times and a decrease in the long-term use of heavy construction machinery, modular construction solutions offer real hope to lower the environmental impact of the building industry. Modular construction also provides the option to recycle and reuse in the most literal way by allowing a building to be picked up and moved to another site when needed. 

However, real sustainability progress can only be achieved if the industry accepts that a change of approach across the supply chain system is needed. 

The future looks modular 

The McKinsey report also suggests that a dramatic shift in the mindset of construction-industry CEOs is finally causing a profound change and could see modular construction replace traditional methods once and for all. 

Construction industry CEOs, previously resistant to adopting modular construction solutions, are now seeing the upsurge in challenger brands employing new technologies. Company leaders realise it’s time to embrace the future or fall behind. Attention now falls on procurement managers to adapt to an entirely new way of working. 

The problems facing modular construction: an industry adverse to change 

The construction industry has always been notoriously slow to adapt to change. In our recent study commissioned with Censuswide, a lack of digital tools and innovation is the biggest challenge faced by as much as 31% of senior procurement decision-makers in UK construction firms. 

The report also observes that just under two-thirds of those who took part in the research still use manual methods, such as a spreadsheet or pen and paper, to manage their procurement and site inventories. With such slow adoption of even straightforward technology, it will be challenging for teams to adapt to a systemic shift in build practices.

So, what do procurement managers need to effect the change they need to see to modular construction? As with so many industries pioneering change, technology holds the key. 

A centralised supply chain

The construction supply chain is already very complex and governed by outdated systems. The number of people involved, the time spent contacting suppliers, and the effort sourcing the right equipment for a job. When you throw several modular construction prefab centres into the mix, the procurement manager’s job gets a whole lot more complicated, inefficient and hard to manage. 

This is why it’s more pressing now than ever that the industry embraces technology. Our research shows that a lack of digital tools contributes significantly to increased supply chain costs – almost 44% of total project spend. Tech will be the differentiator that gives construction companies a competitive advantage.

YardLink’s digital platform can help procurement teams solve many problems by centralising their supply chain into one platform. It enables customers to source and manage equipment, materials and services through a single dashboard, regardless of supplier. Saving time for procurement teams, reducing costs for construction sites, and helping businesses meet their sustainability mandates. It’s easy to see how this kind of tech could be applied to a significant effect on multiple modular construction projects.  

Sourcing local

Any progress made by the sustainable advantages of modular construction will be lost if procurement managers don’t step outside of the one-trusted-supplier comfort zone. Unlike the industry average of 60 miles, 95% of the products and tools YardLink helps source are delivered within 15 miles of our customer projects. So, if a contractor has multiple prefab sites, a nationwide supplier network like ours can help reduce wasted miles travelled from distant supplier depots. You can even stipulate a distance when submitting a request for quote if your business needs to meet very stringent sustainability mandates. The modular construction supply chain can harm the environment and the project’s bottom line without embracing opportunities like these. 

Adapting to short-term thinking

Due to the nature of modular construction systems, even preparing the groundwork can be cut short. Whereas traditional builds often demand long-term heavy machinery hire and major excavation work for deep foundations, modular construction sites only require shallow excavation. Being able to easily hire and off-hire equipment will become increasingly important.

Usually a manual and time-consuming job, off-hiring equipment requires contacting the right supplier, often through different methods of communication and without a digital paper trail. Inevitably items get missed, collections fail, and equipment stays on-hire longer than needed, incurring further costs. 

A digital solution that centralises your entire supply chain can enable one-click off-hiring, improving efficiencies and tackling overspending. As modular construction methods take over, with such quick turn around on projects, speedy and efficient procurement will be vital.

Embracing the future of modular construction

From an industry notoriously hard to regulate to a new approach to construction that emulates the manufacturing industry. Modular construction might seem huge, but with so many benefits, from time and cost savings to lowering the industry’s carbon footprint, we expect to see a sector-wide change. As we’ve discovered over the years, change is easier to achieve with the help of digital solutions. It will be fascinating to see how the industry responds. 

In a significant development for the construction and environmental sectors, the Environment Agency has made an announcement that will impact many businesses. On 1st September 2023, they withdrew the Regulatory Position Statement (RPS) 250. This change primarily affects a specific category of ‘amber’ waste wood items from buildings constructed between 1950 and 2007. This decision carries implications for how construction projects manage their environmental responsibilities.

What is RPS 250?

Regulatory Position Statements (RPS) are issued by the Environment Agency to provide clarification on how certain regulations and requirements should be interpreted and applied. RPS 250, in particular, has been of great relevance to the construction industry. It concerns the temporary storage of excavated waste materials on construction sites without an environmental permit.

RPS 250 has allowed construction companies to store demolished wood, excavated soil and stone materials on-site without needing an environmental permit, under certain conditions. 

Why is RPS 250 Being Withdrawn?

The Environment Agency’s decision to withdraw RPS 250 is not without reason. Environmental regulations and standards are constantly evolving to address the challenges posed by climate change and protect natural resources. As part of this ongoing process, the agency reviews and updates its position statements to ensure they align with current environmental objectives.

Withdrawal of RPS 250 should not necessarily be seen as a negative development. Instead, it reflects the agency’s commitment to environmental protection and a recognition that certain practices may need to be revised to better address sustainability concerns.

Implications for YardLink Users:

YardLink is committed to providing construction companies with reliable solutions and information to facilitate smooth project operations. With the withdrawal of RPS 250, our users will need to adapt their waste management practices to comply with the updated regulations.

A list of materials that can no longer be placed in skips are:

•  Barge boards
• External fascia
• Soffit boards
• External joinery (used in wooden windows and conservatories, for example)
• External doors
• Roof timber
• Tiling cladding
• Tiling battens
• Timber frames
• Timber joists

Here’s what YardLink users should consider:

1. Stay Informed and Updated: Ensure that your procedures, protocols, and staff are up to date. It’s crucial that your team understands and can implement these changes effectively.
2. Limited Impact: Remember that these changes only impact ten specific items from buildings constructed between 1950 and 2007. The hazardous content in these items is estimated to be less than 1% of the waste wood.
3. Sample Testing: Businesses have the opportunity to further reduce the volume of affected material by submitting samples for testing. The use of the WRA02 test suite can also help reduce testing costs.
4. Share Results: It’s critical that all testing results are shared with the YardLink team. While laboratories should automatically share results, businesses should confirm this to contribute to a broader evidence base.

The withdrawal of Regulatory Position Statement 250 by the Environment Agency is a reminder of the dynamic nature of environmental regulations. It underscores the importance of adaptability and sustainable practices within the construction industry.

At YardLink, we are dedicated to supporting our users in navigating these changes and maintaining the highest environmental standards. As we move forward, let us all work together to embrace greener construction practices and contribute to a more sustainable future. Stay informed, stay compliant, and continue building responsibly.

Construction is the definition of a male-dominated industry, with women often facing significant challenges and obstacles in pursuing careers within this sector. Despite progress towards gender equality in the workplace, women continue to experience various struggles in the construction industry, including discrimination, harassment, and limited opportunities for career advancement. These challenges can have a significant impact on the recruitment, retention, and success of women in construction roles.

Why is there a lack of women in the industry?

Gender stereotypes have played a huge part in creating the gender gap within the construction industry. Society has traditionally assigned certain professions to men and women, with construction being viewed as a male-dominated industry. This has limited the amount of skilful women entering the construction labour market simply due to the lack of understanding of the industry, shortage of interest and being uninformed of available opportunities.

One of the most visible struggles for women in construction is the lack of representation.

There are very few women in leadership positions in the industry, and this makes it challenging for women to advance in their careers. With only 15% of the construction workforce in the UK being females, many women feel that they are not taken seriously in the industry and may be overlooked for promotions or other opportunities.

Why is inclusion so important and what can you do to help?

Innovation can strike from all places. With new ground-breaking ideas and initiatives, a diverse and inclusive workforce encourages change that can revolutionise the we all work on a day to day basis. Hiring women from entry level to senior management roles, we are opening a new stream of initiatives and practises that would otherwise be ignored or gone unheard.

The inclusion of women in the industry needs to be on the forefront of everyone’s mind. Working to create an environment that is more welcoming, educating women from all walks of life on the options available and support them once in the industry are three simple, yet significant steps we can all take to ensure the sector is more diverse.

What have YardLink done?

At YardLink we have worked hard to ensure that everyone has equal opportunities to join the team and excel. A conscious effort has been made to find the perfect team that will help build an online procurement platform being used by thousands nationwide. We love all employees and push for all to take every opportunity they can including internal promotions, movements into new departments and personal development. With a workforce made up with 36% females across multiple functions, we are building a work environment where all are appreciated and respected.

For International Women’s Day we sat down with some very important ladies across the business to talk all things women in construction. Asking the question “What is it like to be a woman in a very male-dominated sector?” We investigated the different routes taken, barriers to entry and stereotypes that have been in effect since the beginning of the construction industry. Watch the discussion on Linkedin.

Subcontractor agreements help facilitate the smooth running of your construction projects.

When working in construction, it is important to follow the correct procedures at all times, and this includes the process of hiring contractors outside of your team, to help with tasks that you need specific expertise to complete.

In order to keep your clients and customers happy, it’s essential to create subcontractor agreements every-time you invite a contractor into your project to complete tasks.

This ensures that all parties are aware of what is going on, and avoids misunderstandings later down the line.

Agreeing on terms and conditions, reviewing the agreement, and getting both parties to sign, is the only way to ensure both you and the subcontractor are clear on what is being asked for, what is being offered, and how the relationship will work going forward.

Subcontractor agreements are central to hiring a subcontractor, so this blog post explains exactly how they are useful for you, and includes a step-by-step guide on how to write a subcontractor agreement, and get the process underway.

What is a Subcontractor Agreement?

As a contractor you may find you need help from other independent contractors to complete parts of your job.

Before hiring another contractor to help it is essential that you mutually create a subcontractor agreement, so both parties understand the work that is expected to be carried out, and the fee that will be paid for this work.

A subcontractor agreement is a legal agreement between an independent contractor (you), and another independent contractor (known as a subcontractor). This sets out the terms and conditions of the relationships and goals, based on the obligations of the main contract of the entire project.

The customer or client that you are working with, is generally obliged to agree to this work as long as the work carried out by the subcontractor is under the subcontractor agreement.

In this agreement both independent contractors need to agree on what work the subcontractor will carry out, and what the terms of this work are.

This includes aspects such as:

• The scope of work
• Idemnation
• Warranty
• Payment terms and Compensation
• Dispute resolution
• Policies and procedures
• Licensing and Insurance Coverage
• Termination

Within this subcontractor agreement, you will usually offer a fee or payment for the work that is performed by the subcontractor, which is subject to the other terms.

For example, this depends on whether the agreement is terminated before the work has been completed or, if the work has been completed to a high standard.

What are the Benefits of Using Subcontractor Agreements?

There are multiple benefits to hiring a subcontract worker, including sharing your workload and delegating jobs to other parties, saving costs, and getting specific expertise in a certain area.

Delegating jobs to other parties is particularly common in construction, for example hiring a plumber or electrician if you need their skills and expertise for certain tasks within your projects.

This is also a benefit of using contractors from outside of your business as subcontractors provide their expertise to specific areas of your projects.

Full time employees may not provide this knowledge, or be able to carry it out over the short period of time given within the contractual agreement.

Entering into subcontract agreements with other contractors can also help to save costs, as you are able to bring them onto your team for a shorter period of time, to carry out specific jobs.

This means their labour is generally cheaper than that of a full-time employee, as they can work for a flat upfront fee, and don’t receive the extra company benefits.

Now that we have outlined what a subcontractor agreement is and the benefits that come with it, let’s get into how you should begin writing one.

Writing a Subcontractor Agreement

If you find that you enter into sub-contractual agreements with the same contractor regularly due to working in construction, it’s useful to have a master subcontractor agreement.

This can make things easier as every-time you work with that specific contractor, you already have a template of the terms and conditions that both parties have reviewed and agreed on.

This can save you a lot of time as all you need to add is the specific job to be carried out, the agreed fee and any updated changes since the last agreement, for example changes to site policies and procedures.

If this isn’t the case, you need to enter into a new subcontractor agreement for each job you hire an outside contractor to do within your project.

Therefore, you need to know the process of writing a subcontractor agreement, so you can maintain your relationships with outside contractors, and keep all parties informed and satisfied.

1. Inform and Discuss with your Client

As outlined earlier, before hiring a subcontractor your client or customer must agree to another contractor carrying out part of their project.

This is to ensure that:

1. All parties are informed and understand their roles and responsibilities
2. Your client is happy with the work completed at the end of the project

When hiring a subcontractor, it is important that you ensure they agree to the scope of work you have agreed with your client, and that the work they carry out will satisfy the clients expectations.

Once your client is informed that a subcontractor will be carrying out a specific part of their project, it is time to negotiate the terms and conditions of your subcontractor agreement.

2. Negotiate Terms and Conditions of Subcontractor Agreement

There are multiple terms and conditions that must be included in your subcontractor agreement to ensure that the work is completed correctly, and both parties understand every aspect of the project.

Therefore, we have offered a range of terms and conditions below that should be pulled together to create a professional and fair legal agreement, before any construction work begins.

The Scope of Work

The first priority when creating a subcontractor agreement is to outline and agree on the amount of work or size of the job that the subcontractor will be responsible for.

As the main contractor of the project it is part of your job to specify precisely and accurately exactly what is expected of the subcontractor. For example, including a bullet point list of the main tasks with detailed explanations underneath, including materials, equipment and skills needed.

This helps to avoid confusion when it comes to the subcontractor beginning their part of the project. If any party becomes uncertain about what tasks were agreed, you will then have the subcontractor agreement to refer to.

Within this section it is important to include the duration of work, as construction projects usually work according to deadlines.

It is a good idea to set the deadline for the subcontractor tasks a few days before your official project deadline, to allow for any issues or delays.

Indemnification

This section of the agreement is based on the outcome of the project and performance of the subcontractor.

Indemnification ultimately ensures that the subcontractor is obligated to compensate for any loss of expenses.

Take extra time for example, if the subcontractor requires more than the agreed amount of time stated in the agreement to carry out tasks, they are expected to compensate for this.

This clause of the agreement is to ensure that your back is covered if something occurs that wasn’t originally agreed, or if the subcontractor hasn’t completed the tasks to your standards or satisfaction.

Warranty

It is important that your projects are still up to a high standard when hiring a subcontractor, therefore this clause ensures the subcontractor will deliver professional work that they are qualified to do.

The warranty clause additionally holds the subcontractor accountable to redo any jobs or tasks that aren’t up to standard, haven’t been completed, or haven’t been carried out correctly.

Payment Terms and Compensation

Every subcontractor agreement will differ in terms of payment terms and compensation.

It is important that every subcontractor you bring into your project is paid fairly for the work they complete, therefore there are several aspects to consider when writing this clause.

Depending on the financial standing of your construction business it may be that you wish to pay a flat upfront fee to the subcontractor you are hiring, or an hourly rate may work better for you.

There is a third option of payment which is a rate of pay based on the work that is carried out, or deliverables.

Once this fee or rate of payment has been agreed upon, the payment schedule determines if or when the subcontractor will be paid. If the financial standing of your business is comfortable and you choose to pay a flat fee upfront to the subcontractor, this process should be smooth and simple.

However, if this is not the case you may wish to implement the ‘pay when paid’ term, which ensures that the subcontractor will be paid for their work once you have received payment from your client or customer.

The payment and compensation term is very important to avoid issues or financial disputes as the project comes to an end.

Dispute Resolution

This brings us to dispute resolution, which the subcontractor agreement will help to manage and keep to a minimum.

While working alongside another contractor there may be disagreements for example, about materials, methods used or the timeframe that were previously agreed.

This dispute resolution term usually includes arbitration or mediation clauses to handle circumstances like this, as an independent party will hear the dispute and offer solutions.

This avoids both parties going to court for the dispute, and helps to settle issues in a professional, reasonable manner with the best interests of the project in mind.

Policies and Procedures

The policies and procedures you follow on your construction site apply to everyone who comes to work for you.

This includes subcontractors, as they are working alongside you and your team, with access to materials and equipment sourced specifically for this project.

Therefore, it is important to outline the procedures and policies followed on your site to avoid any confusion about the way subcontractors should be working while employed by you,

Licensing and Insurance Coverage

Generally, subcontractors will have the adequate documentation to prove their qualifications and experience required to carry out the tasks expected of them.

This is important to include within the subcontractor agreement, for example defining what licence they require and outlining they need to provide insurance for themselves.

This helps to cover your back, as subcontractors are legally required to be fully insured and licensed to work in their field, under a contract.

Termination

If you are required to terminate the contract with the subcontractor at any stage of the project, it is vital to outline this in the agreement under Termination.

This clause will explain on what grounds termination can occur, for example, if your project has lost funding and isn’t able to continue until further notice.

Outlining these circumstances that could possibly occur, allows both you and a subcontractor to understand that termination may be required during the project and this agreement gives the grounds to do so.

The termination clause will also outline the rights of each party if termination does occur, for example the rate of pay for the subcontractor may decrease if the whole project isn’t completed.

3. Draft the Contract in Writing and Send for Review

Once you have decided on your terms and conditions, you must draft up your contract in more detail.

This doesn’t have to be over complicated but it must be clear, you should outline every clause and the main points that are important to both parties.

All necessary information must be included and explained. For example, specifics about payment or termination need to be clearly stated so that there is no confusion when you get to the reviewing stage.

Both parties must be distinctly identified, ensuring you use the same title for each party every time, naming yourself as the main contractor and the other party as the subcontractor.

Now your agreement is ready to send to your subcontractor for review.

4. Review, Sign and Execute

Now the subcontractor has reviewed and agreed on the final terms and conditions, you must review the agreement one final time to ensure all information is agreed and correct, based on the discussions held previously.

This must be done before signing, as once signed this agreement is legally binding.

Both you and the subcontractor must sign this agreement to confirm your acceptance and that you are both ready for work to begin.

How To Write a Subcontractor Agreement

Subcontractor agreements are essential when employing outside contractors to carry out tasks within your projects.

As we have outlined above, there are several terms and conditions to take into consideration when drafting up your agreement

It is important that both parties agree, review and sign off the subcontractor agreement before any on-site work can begin, as the agreement is legally binding and both parties may end up liable.

At YardLink we understand that construction teams vary from project to project, and different contractors need access to a range of equipment and materials. When working on several projects and undertaking different responsibilities, we have made it so much easier for you to source equipment for different areas of expertise.

To learn more about what we are about, get in touch with a member of our team, or set up your account now to browse our range of equipment.

Make no mistake about it, the qualities you have as a construction site supervisor definitely correlate to how effective you are in this position.

How could they not? When you consider the size and scale of some projects, and how many workers you’re responsible for – workers that will constantly look to you for guidance with you being an authoritative figure.

Guiding these individuals can be tough when you lack some of the required qualities that we’re about to cover in this post, which isn’t to say that established construction site supervisors are screwed, as there’s always plenty of time to develop and come into your own.

You see, site supervisors aren’t born to be able to handle what’s expected of them, they simply develop these skills over time.

Consider this post as a sort of baseline of what qualities you need to bring to the site each and every day.

Let’s jump right in.

7 Qualities Needed in a Construction Site Supervisor

Disclaimer: Some of these qualities we’re about to get into are pretty self-explanatory for anyone getting into a supervisor-type position. That said, not every site supervisor in construction has these qualities.

For the sake of time (we know that time is a valuable commodity to a lot of you), we’ve limited our list to seven unique qualities.

You will already possess some of these qualities, others, not so much. Again, this goes back to what we were just saying about always having time to develop these qualities and get better at your responsibilities.

Effective Communication

Why things go wrong on the construction site has a lot to do with poor communication; poor communication amongst workers, and poor communication from authoritative figures to workers.

A great site supervisor should be more than comfortable with communicating to others in a clear and concise manner, leaving no room for misinterpretation or confusion.

They should also be pretty adept at handing out both positive and negative feedback to workers, no matter how ‘harsh’ the feedback you’re giving them may be.

In other words, if someone isn’t doing their job right, then tell them, but make sure that you tell them in a constructive way. The last thing you want is to rile them up. This will only lead to delays.

Leadership Skills

There are multiple ways to define leadership, especially when it concerns construction site supervisors. Still, some leadership qualities are universal, meaning they apply to any position, regardless of the company culture or management structure.

Ideally, a site supervisor takes initiative while also providing support, motivation, and accountability in and amongst other workers. They are more than equipped to handle what is expected of them and any problems that might arise.

Site supervisors must also possess the ability to objectively evaluate other members of the team, identifying strengths and applying them to the appropriate areas.

For example, let’s say that one of your workers has shown to have great hand-to eye coordination. In knowing that, you would then task them with some of the more intricate tasks on the site.

A proactive leader/supervisor will be able to spot these sorts of things.

Problem Solving Skills

Critical thinking, creativity, and consistency are all very effective tools in problem solving. Try to use all of them as often as possible. You can plan all you want, but problems do occur; sometimes, when you least expect them.

As a site supervisor, you will be expected to take the lead here, providing an accurate fix for whatever’s happened. In other words, your job is to get to the root of the problem and do something about it.

Your intuition will play a significant role in how you choose to approach these situations. Still, that’s not to say that company policy and procedure won’t also be a motivating factor.

Remember, while your intuition will guide you, there are still legal precautions to take.

Empathy and Compassion

Workers will approach you with a range of different concerns and issues, some deeply personal. We’re all human and will often go through tough times and situations that have a lasting impact on how we approach work.

As a construction site supervisor, it will be your responsibility to help these individuals the best you can with both empathy and compassion.

Of course, certain behaviours and attitudes are unacceptable and will require a different approach. Again, your intuition – and common sense – should dictate your response. Just remember to be compassionate when the time comes.

Confidence

How productive your team is has a lot to do with how confident you are in this position as site supervisor.

When you make a decision with confidence, and then communicate them candidly, you help to create a positive environment where employees know what they’re doing, and can approach you should they need assistance.

Confidence typically leads to clarity, which for a construction project, is beyond important when you stop to think about how many moving parts there are. It’s like we said:

A lot can go wrong when the supervisor in charge isn’t equipped well enough.

Do keep in mind that confidence can only take you so far when you make the wrong decisions. All you can do at that point is learn from your mistakes and choose a different path for the next time.

Time and Priority Management

It goes without saying that time is everything to a construction project. Things like supply delays are sometimes unavoidable, but there are other tasks that can be controlled.

A great site supervisor will be able to prioritise tasks based on a level of importance, which is no small feat when you consider the size of some construction projects. Just remember to delegate tasks to only the relevant individuals.

Here’s a top tip for site supervisors:

Be very careful not to burn your workforce out. By all means delegate tasks, but try to keep track of how much time is being spent on certain tasks. Giving someone a break at the right time is beyond helpful.

Conflict Resolution

The last quality we want to bring to your attention is conflict resolution. This might seem like an obvious one to include, but it’s worth stating regardless, what with there being multiple examples of conflict within the workplace to handle.

By handling conflict at the right time, you can strengthen relationships, and continue to establish trust amongst your team.

An important part of conflict resolution is learning about different conflict styles, methods, and triggers to help outline a process for both preventing and addressing any problems that arise.

How you approach conflict resolution is completely up to you.

Simply, find what works and you’ll be a better site supervisor for it.

The Qualities You Need to be a Great Site Supervisor

Did you learn a thing or two on how to be a better construction site supervisor, or did you know all of this already?

Either way, let’s all agree that every single one of these qualities are beneficial, not only for the supervisor, but for everyone involved within a construction project; be it the workers, to the stakeholders, to the client. All of whom benefit from the increase in productivity and morale.

Again, if you are an established site supervisor, know that there’s still plenty of time to hone these qualities and scale to your own expectations.

All you need is time and experience.

YardLink can’t provide you with time or experience, but we can make life as a construction supervisor that much easier thanks to our intuitive central hub. Every tool, every machine, everything you could ever need to get a construction job up and running; it’s all there.

To find out more, simply get in touch with us. A friendly member of the YardLink team will happily take your request and answer any questions you might have.

A construction project manager’s role is varied and busy, and you will often be responsible for more than one project at a time.

There are various skills you need to master in order to carry out all of the tasks that make up your job role, to keep clients satisfied, and to ensure your team is working to a high standard.

In this blog post, we have broken down the main components of the role of a construction project manager, to provide a better understanding of the job overall.

This post acts as a checklist, to ensure you are staying on top of all tasks required of you in your position, and allows you to be better prepared for your upcoming projects.

It can also be used to provide an insight into the role, in case you are considering taking up this post for the first time.

Role of a Construction Project Manager

Your main job is to lead teams through construction projects, keeping in mind the project plan throughout, and considering how to avoid issues and delays along the way.

Though this list is not exhaustive, these are some of the main duties that make up the role of a construction project manager:

• Keeping projects to timescale and managing budgets
• Understanding client needs and keeping them informed
• Leading and organising your team
• Resolving issues and delays
• Adapting to work in the office or on-site
• Overseeing multiple projects at a time

Now that we have outlined the role and responsibilities of a construction project manager, it’s time to go into a bit more detail.

Keeping Projects to Timescale and Staying within Budget

One of the most important aspects of your job is being able to keep projects running smoothly, to the correct timescale, and using the allocated budget.

Projects that you are leading should have clear plans before work begins on-site, they should take into account how long you have for construction, and they should detail how much money is going to be spent.

Timescale

The project timescale acts as a roadmap for the whole team, as it provides guidance for where they should be throughout the whole project.

This timeline can be used by all team members to determine where they are now, what they need to do next, and what the end result should look like.

Without this, projects can end up taking longer than the amount of time you have allocated, which could lead to further issues down the line such as delay’s and unsatisfied clients.

Budgets and Resources

As part of your role as construction project manager, you need to understand the importance of your budget in the early stages of your planning, as this is key to getting your projects approved.

Construction budgets should always be central to any project manager’s plan, as funding is essential to cover the costs of the labour your team are providing, and materials needed to carry out construction to the best standard possible.

Establishing the objectives and end goal of a project helps with the process of creating a budget plan, as understanding the timescale, amount of resources, and the size of the team needed determines how much you need to spend.

Both timescale and budget are agreed with your client before construction work begins, so that everyone is clear on the project plan.

This facilitates smooth communication and helps avoid future misunderstandings.

Understanding What Clients Want and Keeping them Informed

In order to be successful as a construction project manager, you need to understand the needs of your clients so that you can fully understand their expectations.

Part of your job role is to ensure that you are able to meet these expectations, so that you maintain a high level of customer satisfaction.

A client’s needs will help you to map out your construction project plan.

For example, a client may need a certain part of the project to be finished for a specific date, or they may only have a certain budget, which will determine the size of your team, or the amount of materials you will have available to you.

Providing Regular Project Updates

Once the project is up and running, it is vital that you keep clients informed with updates or any changes, such as progress of the project, delays, or possible issues with contractors.

Effective communication skills are needed as part of this duty, as it is important that you are in constant communication with your team members, so at the end of each day, or week, you are able to provide a progress update to your client.

This way any issues can be addressed as soon as they arise, and clients can offer their opinions or express their concerns, if changes to the construction plan need to be made.

As a result of this you, your client and your team are all up to date and able to stick to the set timescale and budget.

Leading a Team

Put most simply, project leadership is the act of ensuring that your team meets the end goal of project completion.

Leading your team essentially means you need to keep the vision of the project at the centre of all objectives, particularly when you are making bigger decisions. You are being relied upon to keep the project on track, and you need to be able to assess unexpected issues and address them to suit the project.

This is another aspect of your role that is vital to success, as not only are you managing your team, but you are also managing the tasks within the project.

Assigning Responsibilities

Part of your role as construction project manager is to assign specific tasks to each of your team members, as you already have a huge amount of responsibility yourself.

This means you should be aware of the strengths within your employees, as delegating tasks to those correctly equipped with the right knowledge not only gets the job done faster, but also encourages your team to be confident in their own ability.

However, it is your job to ensure all members of the team understand their role from the beginning of the project, and they should be able to communicate any problems to you throughout the process.

This is achieved by demonstrating effective communication among your team, for example, for your team to be able to do their job effectively, it is essential they have the resources and equipment to do so.

Therefore, you must have an open and transparent working relationship with your team, so that problems are solved quickly, and all team members know exactly what they are responsible for.

Keeping Up with Progress

This communication with your team members further allows you to keep up with the progress of your project.

This is important as part of your role includes informing clients of any changes to the project, or any incoming issues or delays you and your team may be facing.

For example, asking your team to give you updates on their own objectives, gives you a better understanding of how the project is progressing as a whole.

This is something you should be checking throughout the project, as you should know at every stage if your project is on track. It is then your job to make changes to team member responsibilities, contact clients, or make bigger decisions when the project isn’t at the stage it should be.

Staying up to date with the latest progress on your projects is vital, if you are to avoid issues and delays as much as possible.

This is where creating a construction report is vital, as it gives all parties a complete overview of what is happening in the project.

Resolving Issues

There are several problems you may face as construction project manager, from slow communication with your client, to starting the project late. It is important that you have ways of dealing with these issues as it is part of your role to keep the project running smoothly.

For every issue that your project is faced with, there are a few steps you can take to ensure that you are making the right decisions for every project:

• Identify the problem
• Develop a series of solutions
• Decide on the best course of action

For example, if you require a little bit of extra funding to complete the project as your plan didn’t account for the right amount of materials needed, there are several things to consider before purchasing more resources.

As project manager, it is important to speak to your team, find out what materials they need, and work out how much this will cost. You then need to pitch this to your client so that they understand why your team needs extra materials, what extra materials are needed, and how much it will cost.

To be effective in your role, you need to be able to navigate these types of issues to avoid delays in project progress.

Avoiding Project Delay’s

Project delays are issues that directly impact budget, and can cause you to miss deadlines, sometimes resulting in projects completely failing. Reasons for delays can vary from weather disruptions, to team members lacking in experience using equipment.

To avoid this, it’s essential that you create a detailed plan for your project, including the timeframe you have available to complete the job.

Within this plan, it is important to create realistic deadlines so you have more than enough time planned for each task, within each objective.

Although it is part of your job role to create this, inviting other heads of department or team managers into the process, will allow you to gain various perspectives and avoid delays in all areas of construction.

It will also be useful to hold team meetings throughout the project, as this will allow you to ensure team members are spending the right amount of time on tasks, and will highlight where schedules may need to be altered if certain tasks require more time.

Being Adaptable to Work in an Office or On-site

Project managers usually work between an office and jobsite.

During any project, you should balance work between these locations in order to keep up to date with progress, and identify any issues as and when they arrive.

Before the project begins however, you will spend most of your time in the office drawing up your project plan with team members. This is essential as budget, timescale, resources and labour will need to be identified before the project is approved, and can begin.

Once the project has begun, you will need to spend time on-site to supervise your team and ensure all members are clear about their responsibilities and the end goal of the project.

As the project progresses, your time will be split between the construction site and your office, as you will need to communicate with clients throughout.

It is most likely that you will be managing multiple projects at one time, so you need to be able to be flexible with where you work, and who you work with.

Overseeing Multiple Projects

There are several things to consider when you are managing multiple projects at once, as ultimately, your goal as construction project manager is to ensure the success of every project you are involved with.

When managing multiple projects, time management, organisation, and communication skills are key in order to avoid project overload.

You need to ensure you have a plan for each and every project you are managing, and each plan should include the budget, time frame, the clients needs, and the responsibilities of everyone in your team.

These plans will help you create to-do lists based on what tasks are more time-sensitive, for example if the deadline for one project is closer than another, then those tasks take priority.

When you have your priorities in order, it will be easier to determine the progress of each project and whether you need to delegate certain tasks to team members. This then increases the amount of time you have to fill out duties more central to your job role, such as liaising with contractors, communicating with clients, and supervising your team.

What Is the Role of a Construction Project Manager?

It is important to know your role as a construction project manager, to ensure that your projects are carried out smoothly and successfully.

As we have outlined above, you are responsible for overseeing multiple projects at one time, which means creating detailed project plans, prioritising tasks, supervising teams, and communicating with clients.

To cater to the duties expected of you, it is important to make the best decisions that will benefit your projects, ensuring your business is reliable and your clients are happy with your work.

At YardLink we appreciate how busy your role is as a construction project manager. We also understand how many duties you have to juggle, so we have made it easier for you to source, hire, and manage the equipment you need, all from one online platform.

To try for yourself, set up an account with us, or get in touch with our team for more information.

When it comes to your construction project reporting, you need to have a plan.

You need to know exactly what to cover so that all key team members and stakeholders understand how the project is progressing.

Whilst reports are needed in a range of sectors, the construction industry in particular demands regular, comprehensive reports that give everyone involved a solid overview.

Whether that’s outlining what tasks have been completed or how much budget has been spent so far, it keeps everyone on the same page. As such, when done right, a construction report facilitates smoother communication and a more positive project outcome.

If the thought of devising a construction project report from scratch sounds quite daunting (and tedious), then we’re here to help.

We’ll be breaking the process of construction project reporting down so that you can approach this part of your job role with confidence.

So, let’s get started.

What is Field Reporting?

Field reporting, also known as site reporting, is integral to the success of a construction project, as it gives everyone full visibility of progress.

It also allows team members to see what still needs to be done so that they can better plan their workloads to meet key deadlines.

When it comes to compiling the field report, everyone on-site is part of the process and all tasks and activities are closely connected. This means nothing is left out or forgotten about, as all teams have been consulted so that they can give their input.

The idea behind this is that a slight delay with one task, can have a huge impact on other operations and can slow down the entire project.

By getting everyone involved, you’re reducing the likelihood of this happening as everyone has full visibility from the outset.

The way progress is documented also plays a huge role. Traditional reporting required a lot of time and resources, both of which are very valuable in the construction industry. Excel and Microsoft Word were once the go-to applications for construction managers, but times have changed.

Not only are these programmes difficult to share and collaborate with, but there are also much more effective pieces of software available.

Below are some examples of construction project management software which you might find helpful:

• BIM 360
• Jonas Premier
• Procore
• CoConstruct
• Buildertrend
• PlanGrid
• Projectmates

By utilising construction software, it will save you time and money on your project reporting which could be better spent in other areas.

What Is a Construction Report?

It’s important to understand that there isn’t just one ‘type’ of construction report, as it depends on the job at hand.

Some of the most common types of construction reports are summarised into the categories below:

Material reports

Construction projects rely heavily on material reports. After all, without having the right materials, workers cannot complete the job and will miss their deadline.

Whether it’s new windows, timber, steel, or anything else you require, materials are at the heart of any construction project. Over the last few years, this industry in particular has suffered huge shortages which has led to major disruption.

If one part of the job isn’t finished, then this means workers cannot progress onto the next stage. Essentially, it’s a domino effect and can lead to projects being pushed back for several months.

This is why material reports are crucial as they allow construction managers to stay up to with the latest developments so that they can create a work-around if needed. For example, if their regular supplier is short of a material they need, they can start sourcing alternatives.

Trend reports

Trend reports are widely used in the construction industry.

They offer the latest status on different building construction types and analyse if their importance in the market is going up or decreasing.

These reports are produced on an annual basis in order to help stakeholders in the sector get a good overview of the latest market trends and changes.

Cost reports

Cost reports are substantial for every construction project.

They are always used during the bid stage of a project in order to offer an accurate cost estimation concerning the workforce and the materials that will be used.

Normally, a cost report is put together by the contractor and it is built according to the design that the client has presented.

Progress report

A construction progress report is also known as a daily report, and is critical to the success of a construction project.

These reports normally contain field notes and a list of activities that are completed each day, so that construction teams know what is happening the day ahead. This lets construction managers see what has been accomplished and what still needs to be done.

When construction project reports are shared, it allows everyone involved to see where the project currently stands, and it can also help ease any anxieties.

To ensure a successful construction project, creating a daily progress report is key.

However, for these reports to really work, a more digital approach must be applied. As we’ve covered earlier in the post, the traditional method of construction reporting is too time consuming.

As such, construction managers must get more comfortable with tech to ensure projects are completed as efficiently as possible.

How Do You Prepare a Field Report in Construction?

To make sure you’ve created a comprehensive construction report that all parties will benefit from reading, you need to include the points below:

1. Date – This is the date the information relates to. This should also be the date the report is written and submitted so that all information is relevant.
2. Whether conditions – This allows anyone reading the report to understand why certain jobs were not completed/ have been pushed back due to the weather. It also allows people to understand why team members left site early or arrived late in the morning.
3. Condition of the construction site – This relates to the physical condition of the job site which might have affected how much work was completed.
4. Overview of resources – This relates to the resources that were available and unavailable on that day. This may include employees, equipment, and materials.
5. Type and status for the job performed on the field: The work that was performed and the status for each job.
6. List of any disruptions/ delays – Any disruptions/ delays that affected the progress of the job.
7. Inventory checklist – The inventory checklist shows what is in stock and what may be arriving later than expected.
8. Upcoming risks – This outlines any potential risks so that everyone is aware and can avoid these problems.
9. Safety and environment-related issues: This should include any incidents that occurred, whether safety-related or environment related. You also need to detail the employees’ name and relevant photos.
10. Additional notes and comments – Any other comments or notes that are necessary but do not fit in any of the other categories.

Why Are Construction Reports Important?

It’s vital you don’t leave any of the above information out of the daily report, or skip past any of the key sections, as this can negatively impact the entire project.

If there is missing information, then employees might be unaware of when they need to be available for work, or a specific job on site might not be finished as no one was made aware of it’s progress.

As such, this leads to gaps in communication and can cause the project to be delayed.

Daily reports can also be useful at the end of the project once the work is completed.

In the worst case scenario, a client might have an issue with a piece of work and in some circumstances, can take these issues to court.

However, if you’ve been staying on top of your reporting and keeping a log of everything, you can prove that everything was done as it should be, leaving no unanswered questions.

It’s vital you adopt a digital approach to your reporting methods aa this helps ensure that no information gets lost. Furthermore, by having everything documented and noted, it provides an objective source of truth for everything that took place during the project.

Forgetting one small thing, or choosing to leave something out, can make the difference between staying on budget and ending up in debt.

And we know which side of the coin we would rather be on!

How to Get Your Construction Project Reporting Right

Construction project reporting enables you to make sure the entire project is on track.

It provides an in-depth overview to all parties involved, so that they can see how the project is progressing and any areas that need to be improved.

A lot can happen over the course of a project, so it’s important to keep people updated whether that’s internal team members, stakeholders, or clients. Essentially, a construction report keeps everyone on the same page and facilitates a much smoother completion.

In order to get your construction project reporting right, it’s important to follow the points outlined above. This helps you make sure you’ve included all of the necessary details so that all parties have a complete overview, and no ones left in the dark.

As a construction manager, this can also help you identify any gaps in the project so that you can find the best solution to ensure you meet key deadlines and maintain customer satisfaction.

After all, your client wants to see value for their investment.

Aside from construction reports, you will also need to source the right construction equipment. Without the right tools and materials, nothing is getting done and your project will suffer. Instead of ringing around several different suppliers trying to find what you need, YardLink acts as your central hub.

Easily browse through hundreds of different products and order them through your online account. Simply set up your online account here, or get in touch with the team to discuss your project needs further!

Construction project management books allow you to improve your methods and techniques so that you can perform better in the role.

Being a construction project manager doesn’t just happen overnight.

There’s a big difference between working on site among a large team, and being responsible for leading that team. It’s your job to oversee workers and to make sure multiple projects are delivered on time and within budget.

These are just two of the responsibilities of a construction project manager, and we’ll be looking at this role in more detail further in the post.

Whilst getting experience in the role itself is one way to learn, it’s also useful to be well prepared. Whether you’re brand new to the job or you want to improve your current leadership style, construction project management books are very useful.

By understanding best practices and learning new methods from individuals who have first-hand experience, it can help steer you away from making some common mistakes. And in the construction industry, mistakes can be very, very costly.

When you’re working to tight deadlines and presenting to a client, it’s important you’re highly organised.

By reading the books below, you can learn some useful advice which you can apply in your own role.

But first things first, what does a construction project manager actually do?

Construction Project Manager Job Description

A construction project manager is a busy and varied role.

There are various routes to becoming a construction project manager whether that’s through college, university, or completing an apprenticeship.

Once you’re in the role, you will be responsible for helping to keep projects on a realistic timescale and within budget. You will also need to lead a team, ensuring you are aware of how the project is progressing so you can keep a client up to date.

Typical duties of a construction project manager include:

• Understanding what the client wants
• Agreeing on timescales, costs, and resources required to complete a project
• Selecting and leading a team, ensuring everyone understands their own responsibilities
• Liaising with contractors and suppliers
• Overseeing multiple projects at once
• Providing regular updates to the client so they know how the project is progressing
• Resolving any issues, delays, or discrepancies
• Writing bids for tender
• Working between an office and multiple construction sites
• Ensuring that each stage of the project is completed on time, within budget, and to a high standard

Whilst this is in no way an exhaustive list, and will vary from one company to another, this gives you a broad overview of what is expected from a construction project manager.

The Best Construction Management Books

As you can see, there is a lot to wrap your head around in this role, so understanding how to approach these different responsibilities is very important.

Introducing: Construction management books…

Construction Project Manager’s Pocket Book by Duncan Cartlidge

This practical guide is a must read for any construction project manager.

It details everything you need to know and covers the essential parts of the role from leadership skills, to negotiation, to team building.

It also delves into several important areas including:

• Pre-construction activities
• Building information modelling
• Design management
• Procurement
• Environmental management systems
• Feasibility studies
• People skills
• Occupancy activities

As such, this can help you feel better prepared when dealing with any of these tasks in your job role.

It’s also written in a very straightforward, understandable format, so you don’t need to worry about overanalysing what the information means.

As well as being useful for construction project managers, it’s also a fantastic read for quantity surveyors and should also be within arms reach on a job site.

Buy your copy here.

Construction Scheduling: Principles and Practices Edition 2 by Jay S.Newitt

Compared to the book above, Construction Scheduling is a comprehensive, detailed read written for skilled and experienced construction project managers.

Inside the pages, you’ll find detailed knowledge and information all about project scheduling which should be top of your priority list.

The book also includes useful tutorials for the four most common scheduling software programs – Microsoft Project, Primavera Project Planner (P3), SureTrak, P6 Project Manager and Contractor. Furthermore, it details how you can integrate these pieces of software in your system effectively.

There are also examples and exercises included in the book, so you don’t need to worry about just reading large chunks of text.

Buy your copy here.

The First-Time Manager 6th Edition by Lauren B.Belker, Jim McCormick, Gary S.Topchick

This is one of the best-selling construction management books in the construction industry and is full of useful how-to guides for project managers just starting out in the role.

The book helps managers to embrace their new responsibilities and makes the transition seem easier. It’s a great read for people who do not like to rely on ‘learning from their mistakes’, as these people prefer to be well prepared in the first instance.

It also provides a range of motivation and management strategies that will help project managers better lead their workforce.

Being motivated at work is key to sustaining high levels of productivity, so the strategies outlined in this book are key.

As such, this book is a must-buy for anyone new to construction project management.

Buy your copy here.

Running a Successful Construction Company (For Pros, By Pros) – by David Gerstel

This book is written by a self-taught project manager who developed and applied all of his own methods to achieve success in the construction industry.

He is now a very respected figure in the business world and can pass his knowledge and expertise onto others to help them perform in their role.

In the book, David Gerstel shares his methods on how to succeed in running your own construction company so that you can hit the ground running.

As this book is written by a builder who came up through the trades himself, readers are learning from first-hand experience which is highly useful.

Running a Successful Construction Company is acknowledged as the leading book in its field, and includes a range of photos and drawings to support the written text.

Buy your copy here.

Construction Management Jumpstart: The Best First Step Toward a Career in Construction Management by Barbara L. Jackson

This is a great book for beginners who are just starting out in construction management, and is another best seller in the industry.

As a practical step-by-step guide, it walks you through all stages of project management including how to assign project budgets, administer contracts, monitor performances, maintain safety, and much more.

In addition, this particular book is written from the constructor’s perspective, and enables managers to get more comfortable with the fundamentals of the industry.

It also delves into Building Information Modeling (BIM), and explains how it is impacting the construction management profession.

To solidify your understanding, there are a number of review questions at the end of each chapter to help reinforce what has been covered.

Buy your copy here.

Making Things Happen: Mastering Project Management by Scott Berkun

Making Things Happen is not only a useful read for project managers, but also anyone working in the construction industry.

As an essay-style read, it focuses on how to achieve results from every construction project you manage. Therefore, as per the title, it teaches construction projects managers how to ‘Make Things Happen.’

Throughout the chapters, it manages to distill complex concepts and ideas into practical chunks of advice which can be applied in a real setting.

Based on his nine years of experience as a program manager for Internet Explorer and lead program manager for Windows and MSN, Scott Berkun explains what it takes to manage a project from start to finish.

Making Things Happen doesn’t cite specific methods, but concentrates heavily on philosophy and strategy.

Topics in this book include:

• How to make good decisions
• Specifications and requirements
• Ideas and what to do with them
• How not to annoy people
• Leadership and trust
• The truth about making dates
• What to do when things go wrong

Buy your copy here.

Getting Things Done: The Art of Stress Free Productivity by David Allen

This is another example of a book that applies to anyone and everyone in the construction industry.

Essentially this book focuses on teaching individuals how to do well in their job even under intense pressure and stress.

Working in the construction sector is a high-pressure job, and project managers need to know how to cope in stressful situations when multiple people are relying on them.

This book has been one of the most influential reads since it was first published 15 years ago, and is highly respected and recommended.

It is often referred to as ‘the Bible of business and personal productivity’ and the information remains relevant for years to come.

Buy your copy here.

Defensive Estimating: Protecting Your Profits by William Asdal

This book is about getting the right amount of pay for every project, covering guidelines for accurately estimating and achieving the financial goals for each project.

It’s full of great tips to make sure you never walk away short-handed from what you should be earning.

It’s an absolute must-read for project managers so that you can always stay one step ahead of the game when managing the financial side of construction projects, which is a huge priority.

Performed correctly, estimating is your key to keeping more of your hard-earned profit. That’s why builder and business expert, Bill Asdal, shows builders and remodelers how to estimate based on fiscal goals and protecting the company’s bottom line.

His approach to estimating gives readers user-friendly systems to improve the process and provides hundreds of ideas and simple suggestions.

Buy your copy here.

Construction Project Management Books to Learn From

So, if you’re looking for a construction project management book to help you improve your skills and leadership, then look no further.

From no-nonsense practical guides, to books written from real tradespeople, you can be sure to learn something new that will help you perform better in your role.

As we’ve discussed, project managers have a lot on their plate and it’s their responsibility to ensure projects are completed to a high standard. What’s more, they also need to successfully motivate and lead a team of employees to ensure all operations run smoothly.

Learning on the job is one option, but being prepared is absolutely key.

So, put down the tool kit and pick up one of these useful construction project management books!

At YardLink, we want to help project managers excel in their role, as we understand how many different jobs you have to juggle. That’s why we’ve made hiring construction equipment so much easier, by creating a central hub. Through this platform, you can browse and rent equipment from one place, and you can also keep check of your invoices and delivery notifications.

Simply set up your account in minutes, and try it for yourself.

Or, get in touch with our friendly team if you want to discuss your project in more detail.

Finding construction suppliers that know how to get the job done can be tough. Ask any project manager the same question and they’ll tell you the exact same thing.

You would think that technology has helped streamline this process, which it has in certain aspects, but it’s also made the choice of sourcing a decent supplier a lot more difficult.

Our aim in this post is to provide you with everything you need to find a supplier that you can rely on again and again, hopefully.

To do this, we’re going to look at the supplier selection process, a multi-stage method that many project managers use to decide on a quality supplier. Later, we’ll also look at some general supplier-based questions you need to be asking yourself before making a decision.

Let’s get going.

What is Supplier Selection?

Supplier selection helps project managers find construction suppliers that provide necessary goods and services. It’s a process that ensures suppliers are qualified, evaluating them on various aspects to determine the best fit for the project at hand.

“The main objective of the supplier selection process is to reduce purchase risk, maximize overall value to the purchaser, and develop closeness and long-term relationships between buyers and suppliers.” – Procedia Manufacturing Journal

The supplier selection process consists of multiple sections, each filtering through a range of suppliers before highlighting a clear-cut winner. Think of it as a sort of funnel, where each stage gets smaller and smaller as you decide who would work better and who wouldn’t.

The funnel looks a little something like this:

• Identification
• Qualification
• Evaluation & Selection

Identification: All Available Suppliers

During the first stage of the supplier selection process you need to identify as many relevant construction suppliers as possible. This might seem simple, but this can take time depending on the size and scale of the project.

Try to keep an open mind during this stage when sourcing potential suppliers. Sure, there are big name suppliers you should include, but there are always new options that could perform the task in the exact same way, if not cheaper.

There are various ways to find potential suppliers:

• Peer recommendations: Ask those in similar circles who they’ve worked with prior and who they think would work.
• Independent search: The internet is a bottomless pit for relevant information if you want to see which suppliers are out there.
• Industry directories: Trade publications and associations that publish supplier directories are a great place to look also.
• Procurement consultants: For specialty projects, it might be worth speaking with a RFP consultant who can find what you’re looking for.

Qualification: Select a Shortlist

Once you have a pool of construction suppliers to choose from, your next step will be to filter your list down.

The goal here is to be as clinical as possible, using your own project requirements, where they might be located in the world, and all kinds of additional factors as a sort of baseline. Ideally, you should want to end up with around 10 suppliers at the end of this stage in the supplier selection process.

Ask yourself the following questions when selecting a shortlist:

• Are they established or a lot newer compared to other suppliers?
• Does this supplier operate in the same country, or at a much wider level?
• What policies do they adhere to, and what kind of insurance options do they have?
• Have they worked on similar sized projects in the past?

Do keep in mind that these are but a few of the questions you can ask yourself when identifying a supplier shortlist. Whatever you do, be sure to create supplier profiles and keep them on file.

You can never be too sure when this might come in handy in future.

Evaluation: Choosing Your Supplier

The final stage of this supplier selection process can be difficult. Here you need to decide who your winner is, and who you’ll be working with moving forwards.

Reaching out to each supplier to ask them questions and discuss the project is key here as there is only so much you can learn from the outside looking in. Try to be as precise as possible with your line of questioning.

The more specific the better, to help you trim your final few down even more.

This decision isn’t something you have to go through alone either. Project managers should speak with stakeholders, and anyone else they think might help, to determine a winner.

Try to remember that you’re evaluating potential suppliers on the following factors:

• Value for Money
• Quality
• Reliability
• Flexibility
• Delivery

What questions you ask suppliers will give you a greater understanding of these factors and bring you closer to a winner.

Again, it’s important that you are as clinical as possible during this final stage, as choosing the wrong construction supplier at this stage could affect the entire project before it’s up and running.

General Construction Supplier Questions

Not every project manager will take advantage of the supplier selection process to find a supplier fit for the task at hand, and we get that.

Which is why we’ve put together a list of general questions you should be asking yourself when choosing a construction supplier. Finding the answers to all of these questions will help you find the right construction supplier, guaranteed.

Here are some of the questions to ask yourself when choosing a construction supplier:

• Are they easy to get in touch with?
• Do they have the right expertise?
• Do they offer insurance assistance?
• How do they treat employees?
• What do their customers say?

How to Choose Construction Suppliers That Get The Job Done

It goes without saying that finding the right suppliers is a huge priority in the construction industry.

That being said, not all project managers will have the time and energy to go through this process, in which case we hope our list of general questions gives you a better idea of what to ask.

Either way, YardLink is here to help. We help streamline this process by connecting businesses to an established network of suppliers, giving the end user total reassurance as they go about their regular duties.

To find out more, simply get in touch. You can contact us via email or over the phone if you prefer the direct approach.