1.

INTRODUCTION
1.1. For the past 50 years, four principal members were involved in the design and build
construction process:
1.1.1. The owner who orders for the implementation of a project;
1.1.2. The architect and his specialist consultants (SC’s) who render plan/design services
and limited inspection work;
1.1.3. The contractor who performs the construction work;
1.1.4. The individual or group of individuals who assist in the supervision and delivery of
the work.
1.1.5.
1.2. The architect-in-charge of construction (Aicc) is directly and professionally responsible and
liable for the construction supervision of the project.
1.3. When the projects were still manageable in size, the architect was then assisted by a
construction inspector, traditionally called Clerk-of-works. As projects becomes more
complex, it becomes necessary for a construction supervision group to do the full-time
inspection at the project site.
1.4. The construction supervision group (CSG) is normally recommended by the architect based
on their performance, and hired by the owner. They are answerable to both the owner and
architect.
2. SCOPE OF SERVICES:
2.1. Quality control
2.2. Evaluation of construction work
2.3. Preparation of daily inspection reports
2.4. Filing of documents
3. MANNER OF PROVIDING SERVICES
3.1. Working in a dual capacity as the architect-of-record and as a consulting architect for
fulltime supervision services or as the consulting supervision (CSG). As the architect-of-
record (Aor) of the project, the Aor is in a better position to interpret his drawings and
documents and to assure conformity by the contractor. He can assign his staff to undertake
the fulltime supervisory work to perform the works as enumerated in the architect’s
guideline.
3.2. Working as consulting architect for fulltime supervision services only or as the CSG.
4. METHOD OF COMPENSATION
4.1. Percentage (%) or project construction cost (PCC)
This method is fair to both the client and the Architect as the fee is pegged to the cost of the
project the client is willing to undertake. The amount of the percentage is related to
the size and the type of the Project. It is flexible and easy to apply since if there will be
changes, additions or deductions of the work demanded by the Project or required b~'
the Client, the Owner-Architect Agreement need not be supplemented.

4.2. Multiple of direct personnel expenses

This cost-based method of compensation is applicable only to non-creative work such as
accounting, secretarial, research, data gathering, supervision, preparation of reports
and the like. This method of compensation based on technical hour expended does not
account for creative work because the value of a creative design cannot be measured
by the length of time the designer has spent on his work.
This method may therefore be applied only on pre-Design Services, Supervision work and
other works which the Architect may perform other than the Regular and Specialized
Allied Design Services. The completion is made by adding all costs of Technical service
(man-hours x rate) and multiply it by a multiplier which range from 2 to 2.5 to take
care of overhead and profit. This multiplier depends on the office set-up, overhead
and experience of the Architect and the complexity of the Project.
 Other items such as cost of transportation, living and housing allowances of foreign
consultants, out-of-town living and housing allowances of local consultants, and the
like, are to be charged to the client and reimbursed to the Architect. At the start of the
commission, the Architect shall make known to the client the rate of professionals and
personnel who will be assigned to the Project and. the multiplier that has to be applied
before agreeing to this method of computation.

FORMULA
Assume: A = Architect's rate/hour
C = Consultant's rate/hour
T = Rate per hour of Technical Staff, researchers and other involved in the
project.

N1, N2, N3 = Number of hours spent by Architect, Consultants and Technical

Staff
M = Multiplier from 2 to 2.5
R = Reimbursable expenses such as transportation, housing and living
allowance of foreign consultants, per diem, transportation, housing
and living allowance of local consultants and Technical Staff if
assigned to a place over 100 km. from area of operation of the
Architect;
Cost of printing of extra sets of drawings, reports, maps, contract
documents, etc. over the five (5) copies submitted to the client;
overseas and long distance telephone calls; Technical and laboratory
tests; licenses, fees and taxes, etc. needed by the project.

Direct cost = 𝐴𝑁1 + 𝐴𝑁2 +𝐴𝑁3

FEE = direct cost * multiplier
Total cost of service charge to client = fee + R

4.3. Professional fee plus expense

This method of compensation, frequently used where there is a continuing relationship on a
series of projects. It establishes a fixed sum over and above reimbursement for the
Architect's Technical time end overhead. An agreement on the general scope of the
work is necessary in order to set an equitable fee.

4.4. Lump sum of fixed fee

Some governmental agencies sometimes request a form of contract which establishes a fixed
sum for architectural and engineering services. The disadvantage of this method is that
it represents a risk situation to the Architect, since his costs may exceed the agreed
amount. Secondly, as there are often changes made by the Client either during the
design or construction stages it adds cost not only to the construction but also to the
work of the Architect. This will mean that for every change in the work, the Architect
end the client will have to supplement their contract to stipulate the additional fee
and time involved: In the bureaucratic system of the government this will entail more
paper work and time consuming efforts on computations, haggling of the tee for extra
work and arduous processing for the approval oi the supplementary work within the
client's agency and the Auditing agency.
4.5. Per diem, honorarium plus reimbursable expenses
In some cases, a client may request an Architect to do work which w1h require his personal
time such as:
 a. Attend board meetings or conferences
b. Ocular inspection of possible sites
c. Confer with others regarding prospective investments or ventures and the like. ·
For these particular activities. the Architect may be paid on a per diem basis plus out-of-
pocket expenses such as travel, accommodations and subsistence, long-distance
telephone calls, secretarial service, etc.
4.6. Mixed methods or compensation
The SPP provides for more than one method of compensation on a project. Each project
should be examined to determine the most appropriate method of compensation.
5. LIMITATION OF AUTHORITY
5.1. The construction supervision group CSG, which may be a qualified architectural firm, or
which the architect is only part of, shall not assume the responsibility of the contractor’s
project superintendent.
5.2. The CSG shall not make decisions on matters that are the sole responsibility of the
Architect-of-record (Aor).
6. LEGAL RESPONSIBILITY
6.1. The construction supervision group CSG is responsible to the owner only for administrative
matters. For technical matters, the CSG is responsible to the architect-of-record (Aor).
6.2. Under article 1723 of the present civil code, the CSG may appear not to have any legal
responsibility since the architect-of-record and engineers-of-record are responsible for the
design while the contractor is responsible for the construction. However, a service
contractor/agreement between the CSG and the owner may stipulate certain professional
responsibilities and civil liabilities of the CSG, particularly if the CSG is party to the review of
the contractor documents and their subsequent and interpretation during the course of
construction.
6.3. If the Aor and Eor and the contractor are sued by the owner for civil liabilities due to the
performance or non-performance of certain acts traceable to the CSG, the Aor and Eor may
file cross claims against the CSG.
7. QUALIFICATIONS
7.1. A bachelor of science in Architecture degree
7.2. Extensive experience in design and building construction and must be very knowledgeable
in building materials and construction detailing.
8. RECOMMENDED PROFESSIONAL FEE
8.1. The recommended professional fee (RPF) for fulltime construction supervision services is
1% to 1.5% of the project construction cost (PCC)
9. MANNER OF PAYMENT
9.1. The architect may bill and be paid for the progress payments during construction
proportions to the percentage of progress of completion of the construction work. Should
the work be not completed, the prorated RPF component shall be paid to the architect by
the client.
Full-Time Supervision

Upon recommendation of the Architect and with the approval of the Owner, full-time
construction inspectors as will be deemed necessary shall be engaged and paid for by the Owner.
The full-time construction inspectors shall be under the technical control and supervision of the
Architect and shall make periodic reports to the Owner and to the Architect as to the progress and
quality of the work done.

Source: Architectural Practice and Construction Management 1st edition by: George S. Salvan

Construction Supervisor Job Responsibilities:

Completes construction projects by planning, organizing, and controlling projects;
completing quality inspections; supervising sub-contractors and staff.

Construction Supervisor Job Duties:

● Accomplishes construction human resource objectives by selecting, orienting, training,

assigning, scheduling, coaching, counseling, and disciplining employees; communicating job
expectations; planning, monitoring, appraising job contributions; recommending
compensation actions; adhering to policies and procedures.
● Manages sub-contractors by locating, evaluating, and selecting sub-contractors; monitoring
and controlling performance.
● Meets operational standards by contributing construction information to strategic plans and
reviews; implementing production, productivity, quality, and customer-service standards;
resolving problems; identifying construction management system improvements.
● Meets construction budget by monitoring project expenditures; identifying variances;
implementing corrective actions; providing non-project annual operating and capital budget
information.
● Accomplishes construction project results by defining project purpose and scope; calculating
resources required; establishing standards and protocols; allocating resources; scheduling
and coordinating staff and sub-contractors; evaluating milestone assumptions and
conclusions; resolving design problems; evaluating and implementing change orders.
● Approves construction projects by conducting inspections at critical phases; obtaining
approvals from buyers.
● Prevents fines and interruptions by complying with, and enforcing, codes.
● Maintains safe, secure, and healthy work environment by following and enforcing standards
and procedures; complying with legal regulations.
● Updates job knowledge by tracking and understanding emerging construction practices and
standards; participating in educational opportunities; reading professional publications;
maintaining personal networks; participating in professional organizations.
● Enhances organization reputation by accepting ownership for accomplishing new and
different requests; exploring opportunities to add value to job accomplishments.

Construction Supervisor Skills and Qualifications:

Project Management, Quality Management, Supervision, Managing Profitability, Delegation, Supply
Management, ADA Requirements, Civil Project Management, Estimating, Attention to Detail,
Quality Focus
Project Supervisors Jobs and Responsibilities:
 They make sure all aspects of a project are completed smoothly. In order to make sure
projects are done correctly, project supervisors must have a strong knowledge of each task. As this
is a general position, project supervisors are employed by a number of industries, the largest being
the construction, engineering, manufacturing, marketing, and design industries. The work
environment for project supervisors depends on their industry; those who work in construction,
engineering, or manufacturing tend to work on-site, although they may have a trailer with an office.
Project supervisors who work in marketing, design, or similar office-based industries work in a
standard office environment.

In addition to planning projects, project supervisors supervise the lower-level employees who work
on different components of a given project. While the National Bureau of Labor Statistics doesn’t
give specific data on project supervisors, there will always be a need for this position in the
construction and engineering industries.

Project Supervisor Job Duties:

● Projector Supervisor Duties and Responsibilities

o We analyzed a handful of project supervisors job descriptions to come up with the

following list of project supervisors’ duties and responsibilities:

● Participate in the Project Planning Process

o Project supervisors work with the project manager to create a project plan and
outline the resources needed to complete each phase of the project. Project
supervisors must understand how each component contributes to the project to
best supervise it to completion.

● Act as Communication Liaison between Low-Level Employees and Senior Management

o Project supervisors have to have a good rapport with low-level employees to gather
valuable feedback regarding the production process. Happy workers are more
productive, so it is up to project supervisors to work with senior management to
settle any grievances.

● Coordinate Labor Needs and Train Employees

o Project supervisors are responsible for coordinating all labor needs for a given
project. This involves picking internal team members, as well as hiring and training
external labor when necessary. It also involves creating and delivering project
instructions to all team members.

● Work with Account Management to Assess Client Needs

o Project supervisors spend a majority of their day collaborating with one department
or another. This also involves meeting with the account manager for a given client
project to clearly understand the client’s needs and budget, which is required to
provide effective supervision.

● Facilitate the Purchase and Delivery of Resources

 o Project supervisors work with the supply chain management team to order the
resources necessary to complete a project. They also are responsible for the timely
delivery of these resources.

● Make Sure Projects are Completed on Time and on Budget

o Project supervisors perform all the tasks necessary to keep a project on time and on
budget. This involves keeping track of financial records, shipment records, daily
labor logs, as well as constant communication with senior management.

Project Supervisor Skills

Project supervisors need to be organized and able to think on their feet to be successful. When it
comes to technical skills, project supervisors have to possess subject matter expertise in their area
of employment. For example, those who work in construction have construction expertise. Project
supervisors use this expertise to ensure employees complete project components correctly. For soft
skills, project supervisors have to be excellent communicators. Part of their job is keeping their
lower-level employees inspired, which requires the ability to build rapport and trust. Finally, project
supervisors have to thrive in a deadline-driven environment. Besides these traits, project
supervisors need the skills listed below to get hired:

● Working with project manager to plan projects and outline needed resources
● Facilitating communication and resolving conflicts between lower-level employees and senior
management
● Assigning internal team members to projects as well as hiring and external labor as needed
● Evaluating the performance of project team members to maximize productivity
● Using financial and budget analysis to make sure projects are completed within budget