Effective Safety And Health Planning On Construction Sites
[ONITSHA AND AWKA OF ANAMBRA STATE]

Under these regulations, employers are required to provide and maintain health and safety signs conforming to European Directive 92/58 EEC.
Details are shown in Appendix B
2.4.0    MANAGEMENT:    This    had    in 1.9.4 been defined as “the act of running and controlling a business or similar organization”.
2.4.1    N10B hand book (2002) stated that the scope of service in building production management has been divided into three stages as follows:
a    Study production information:
•    Studying production information (i.e. drawings, schedules, specifications e.t.c)
•    Preparing report including giving advice on efficient, economic and effective solution to building production.
b. Construction planning:
•    Preparing an outline sequence of site operations.
•    Preparing and/or examining and reviewing the following production, e.t.c management documents (PMD)
•    Construction methodology
•    Construction programme (s)
•    Project quality management plan
•    Project health and safety plan
•    Early warning systems chart
•    Information requirement schedule
•    Preparing and /or examining and reviewing the project site organization structure noticing the corresponding adequacy or otherwise. Etc
C. Managing site production process:
•    Engage resident builder (s) for the day -to- day management of the site
production process.
•    Ensuring on site and /or off site, the implementation (reviewing where necessary) of all the production management documents (PMD)
•    Undertaking the assessment of workmanship skill of craftsmen
•    Suggesting solutions to site technical problems
•    Preparing building production management reports for inclusion in the project periodic reports.
2.4.2    OBIEGBU (2002) looking at the management and operational problems confronting construction manager, he submitted that: “to understand fully the management and operational problems confronting construction managers during production processes
One will have to start by analyzing the characteristics of the construction industry………the environment, both human and physical, affect not only planning, but also control. As has been pointed out, the construction industry is obliged to work with a highly transient workforce. This affects management of construction project in several ways, the motivation of labour, its identity with the enterprise and its training being some of the more obvious. The transience of the labour force and its relative lack of sophistication add to the difficulties inherent in construction management of establishing and maintaining an effective control system for a project which may have to rely on first level supervision or the production workers themselves to provide control data.”
2.4.2.1    He opined further that: “There are two dimensions within the effective construction project management process. The first dimension is the technical side which consists of the formal, disciplined, logical part of the process including scheduling and controlling. This also involves the creation of the deliverables and work breakdown which facilitate planning and monitoring the progress of the project. The work breakdown structures serve as the database that link all levels in the organization, major deliverable and all work – right down to the task in the work packages. This consists of scope analysis, schedules, construction methodology, resources allocation and detailed planning. The second dimension is the social – culture side of the construction project management process. In contrast with the orderly world of project planning, this dimension involves the much messier, often contradictory and paradoxical world of implementation. It centers on creating a temporary social system within a larger organizational environment that combines the talent of the divergent set of professionals working to complete the project.”