INTRODUCTION 1.1 BACKGROUND OF STUDY Most construction sites that run in to trouble do so for reasons related to management factors. Rather than because of technical problems. The site based on management can have significant improvement in the costs of time saving during the construction process without involving a mass of additional work. The role of a site manager is to control and maintain work performance and their actions to rectify situations where performance is unsatisfactory. The site management involves many tasks such as site investigation before construction process starts minerals delivery and procurement management, keeping better site records, keeping good site communication and high level information flow, monitoring performance regularly, establishing a well co-ordinated system among different parts and performing a good site layout planning. Extensive time loss and cost overrun could result in large projects where the number of manpower, sub-contractor and equipment involved are high. If there is no effective and systematic approach to site planning. A detail planning of the site layout and location of temporary facilities can enable the management to make considerable improvement by minimizing travelling time, waiting time and increasing workers morale by showing better and safer work environment. Site layout planning in particular has been the most neglected aspect in the construction industry and the attitude of the engineers has been that it will be done as the process progresses. It is important to realize that, site planning will be the conditions that the site personnel will live with throughout the period of construction. Thus, careful preplanning is imperative; also as the labour cost of a large project are approximately 50 to 50 percent of the total project cost. In 1987, the construction industry institute reported in its “constructability concept file” that temporary facilities are important elements that can either enhance or adversely affects construction productivity. Since the early 1960’s, the problem has been extensively analyzed in the industrial engineering, operational research communities. However, it has not been satisfactorily analyzed in the construction domain and this research will strictly look into the factors that affect the construction site layout planning. 1.2 AREA OF STUDY This research on factors affecting construction site layout planning was conducted in Ken Saro-Wiwa Polytechnic, Bori, Engineering Campus. 1.3 OBJECTIVE OF STUDY The objective of this project is to evaluate factors affecting construction sites layout in Ken Saro-Wiwa Polytechnic, Bori, Engineering Campus, recommend and suggest measures and procedures that should be undertaken to curb the menace. 1.4 SCOPE OF THE STUDY The scope of this research is restricted to the factors affecting construction site layout planning that leads to low productivity, materials, location, space allowed, site nut and warehouses. 1.5 STATEMENT OF PROBLEM Since construction is on-going in Ken Saro-Wiwa Polytechnic, Bori, Engineering Campus, there is a need for adequate site planning in order for accurate and fast completion of the project. 1.6 LIMITATION OF THE STUDY During the execution of this project, some difficulties were encountered and they include:  Lack of finance  Limited time for the research

Project Abstract

Most construction sites that run into trouble do so for reasons related to management factors rather than technical problems. Effective site management can significantly improve costs and time savings during the construction process. The site manager plays a crucial role in controlling work performance and rectifying unsatisfactory situations. Tasks involved in site management include site investigation, materials delivery, procurement management, record-keeping, communication, performance monitoring, system coordination, and site layout planning. Failure to plan site layout and temporary facilities systematically can lead to extensive time loss and cost overruns, particularly in large projects with high manpower, subcontractor, and equipment involvement. Careful preplanning of site layout and temporary facilities can minimize travel and waiting times, boost worker morale, and create a safer work environment. Despite its importance, site layout planning is often neglected in the construction industry, with many engineers believing it can be addressed as the project progresses. Temporary facilities are crucial elements that can either enhance or hinder construction productivity. While extensively analyzed in other domains, the factors affecting construction site layout planning have not been satisfactorily explored in the construction industry. This research focuses on identifying and analyzing these factors to improve construction site layout planning. The research on factors affecting construction site layout planning was conducted at Ken Saro-Wiwa Polytechnic, Bori, Engineering Campus. The project's objective is to evaluate these factors, recommend measures to address them, and enhance construction site layout planning at the campus. The study's scope is limited to factors such as productivity, materials, location, space allocation, site layout, and warehouses that impact construction site layout planning. In Ken Saro-Wiwa Polytechnic, Bori, Engineering Campus, proper site planning is essential for the accurate and timely completion of construction projects. The research faced limitations such as financial constraints and time limitations during its execution.

Project Overview

<p> </p><p>INTRODUCTION<br>1.1 &nbsp; &nbsp; &nbsp; &nbsp; BACKGROUND OF STUDY</p><p>Quality has become a very popular subject in recent years due to conceptual transmutations in the industry. Quality and quality systems are topics which have been receiving tremendous attention ecumenical. The products and services in any industry should be manufactured and offered to a required standard, one that provides clients gratification and value for money. The desideratum for achieving quality of the culminated product in the building construction is very important. The high cost of buildings makes it indispensable to ascertain quality of the finished product (Teena, 2014).</p><p>For clients, there are many benefits that can be achieved than contractors having formal quality management protocols.</p><p>The maintenance of quality management creates a high-performance personnel atmosphere and a culture of continuous improvement, making it unlikely to work toward a zero rework environment.</p><p>This will be a key component of any organization move towards achieving best practice in order to overcome the quality performance problem in the construction projects.</p><p>In the construction management, the schedule, cost and quality achievement is also declared to as the iron triangle.</p><p>For a client, quality is nothing but satisfaction with the appearance, performance, and reliability of the project for a given price range.</p><p>Private clients are consisting of either local or sole traders who need support with the construction, alteration, or maintenance of their private properties. It is common for such a client to enter into a private agreement with just a builder (design and build) to undertake the construction work. In the circumstance of extensive work being required, the private client might have to source the skills of an architect to pass planning and building regulations aforehand.</p><p>Public clients are comprised of Commercial, Public Limited Companies and Governments that needs to carry out construction to aid their business processes or the production of products. They would similarly have to follow environmental and safety regulations regarding planning and building. They could also consist of any company listed on the stock exchange, i.e. banks, retailers, etc. Considering the ability of these companies with public shares, it creates sense that any construction company functioning with this type of client would have to apply for either estimates or rigid contracts before work can commence. Government built projects can be issued at three different levels:</p><p>Level 1: Local council</p><p>Level 2: State and territory government</p><p>Level 3: Central (Federal) government</p><p>Local councils have the obligation of building and maintaining services; state governments may initiate major capital works, such as new public buildings or major infrastructural changes. The highest level is central government departments which manages massive building and infrastructural projects.</p><p>While this is just a broad look at the typical clients found in the construction industry, it is obvious that construction clients are unique, thus their projects require the implementation of a tailored approach regarding planning and execution.</p><p>Assessment will be made based on the contractors’ performance in relation to three comparisons, all of which impact clients’ satisfaction</p><ol><li>Comparison – among the quality of the building, the clients’ outlooks and the adjusted goals for the building.</li><li>Comparison – among the quality of the construction process and the experiences, which have emerged during the process.</li><li>Comparison – between the client’s outlook and experiences (Teena, 2014).</li></ol><p>1.2 JUSTIFICATION</p><p>Being clients focused nowadays has to be accepted as a bare necessity to conduct business. Globalization and value-driven business imperatives would therefore mean that error are not standard to be tolerated; substandard intersection and services will guarantee that the weak are not working to continue competing; and fragile practices and poorly defined and managed methods will not be accepted. Apart from anything else, true competitive advantage will only be established through excellence in clients’ value and the ensuing relentless guardianship and attention provided. (Zairi, 2010). This informed decision provided the base for the need to embark on this study.</p><p>1.3 STATEMENT OF PROBLEMS</p><p>The problems of this study include:</p><ol><li>Delay of completion.</li><li>Over running project cost</li></ol><p>iii. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Inferior quality</p><ol><li>Incompetent service providers</li></ol><p>1.4 AIM AND OBJECTIVES</p><p>The objective of this study is to investigate the factors that enhanceclient’s satisfaction in construction which includes ways to:</p><ol><li>Improve the quality performance of construction projects.</li><li>Test for significant differences, using statistical methods.</li></ol><p>The aim of this study is to:</p><ol><li>Identify and determine the degree of influence these factors exert on clients.</li><li>Access the satisfaction level of clients based on the RALA feedback mechanism.</li></ol><p>1.4 SCOPE OF STUDY</p><p>The scope of this study includes:</p><ol><li>Review of quality performance of construction.</li><li>Reconnaissance visit to construction sites for quality assessment.</li></ol><p>iii. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Prepare questionnaires on quality performance assessment.</p><ol><li>Analyze the questionnaires using Regression statistic method.</li></ol><p>1.5 LIMITATION OF STUDY</p><ol><li>Distribution and collection of Questionnaire</li><li>Difficulties in selecting Construction industry and client’s to issue out questionnaire.</li></ol> <br><p></p>