Discuss, with reference to your own experience, the importance of

effective communication during the design and construction of civil

engineering works both within the team and with outside interests.

1. INTRODUCTION
First of all it will be discussed the different methodologies of communication
during the different phases of a construction project, furthermore it will be
highlighted the importance of effective communication during the different
phases (from different points of views) making reference to my own experience
and finally it will provide some advice on how communication can be improved to
and around a construction site. Improvements in communication should result in
an increase in the quality of the build and a reduction in the level of defect
occurrence.
It is an important fact that every year defects in the UK construction industry
cost at least 20 billion to repair or rebuild. Some of the defects are the result of
poor communication, for example, a poorly detailed drawing, operatives being
given incorrect instructions or technical information not being available.
2. INTERNAL AND EXTERNAL ORGANIZATIONAL. COMMUNICATION
CONTEXTS
Organisational communication can be considered in either internally or externally
defined terms:
-

The internal communication focuses on ensuring effective communications

between managers and workers in different parts of an organisation,
particularly project staff and central HRM departments. This is vital

for

regulating employee behaviour (in a way that ensures congruence

with organisational goals), for innovation (in changing the way things
are done), integration (bringing together processes in a way that helps to
deliver on the organisations objectives) and information (passing on the
information needed by employees to perform in their jobs).
-

The external communication focuses on information exchange with

external parties, such as suppliers, clients, local communities.

Internal and external communications must be seen as mutually reliant as

if one is ineffective, then the other is likely to be detrimentally affected.
3. METHODOLOGY OF COMMUNICATION
The methodology of communication in a construction project could be divided in
these two different phases:

Design
Project Communication
- Method issues:
o Meeting, types and frequencies
o Method of drawing transfer
o Grading, reporting and tracking of defects
- People Issues

Construction

4. Channels of communication
These channels can be formal or informal, and both of them can be internal or
external. Internal and external communication are equally important in a
construction project.
The forms of communication could be written, verbal and nonverbal and all form
part of a successful project
-

Written Communication
o Contract documents (specification, risk register, reports, drawings)
o Instant message
o Memos
o Posters
o E-mails
Comments: The problem with emails is they could be
misinterpreted so ideally it is best to use multiple forms of
communication I,e, email followed by a phone call. Written is
good as it is a record of what is being communicated.

Verbal Communication
o Face to face conversations
o Telephone conversation
o Lync conference
For example in our office at Skanska we have a SMART board,
which it facilitates an effective communication with people in
Bristol. This have a major impact in the costing of our travels.
We can see DWG and interact with them. It should be used
again to complement other forms of communication.

Non Verbal Communication

o Photographs a photo is worth a thousand words
o Images
o Videos

These are really powerful but are used to complement other

forms of communication. An example will be Health and Safety
posters.
5. COMMUNICATION DURING THE DESIGN PHASE
Imagine if someone asked you to make them a sandwich, but they didnt tell you
what kind of bread they wanted. They didnt tell you what kind of cheese to use
or if they wanted mustard or mayonnaise. Yet they somehow expect you to know
they want roast beef. This can happen to designers on a regular basis.
This can cause several problems for both the designer and the client. The
designer ends up wasting time spent on the initial designs, including losing some
of the initial enthusiasm that comes with the start of a new project. Lack of
communication can also strain the relationship between a designer and a client.
An easy way to avoid this sort of miscommunication is allowing designers direct
contact with clients, or allowing designers to be present during meetings with the
client ( these is what we do in Skanska).
Designers know what information they need in order to produce designs, which
will make the client happy. Also, designers can get a feel for the personality of
the client which can be crucial to maintaining a solid working relationship.
Being working as a designer has made me aware of the importance of
communication during the design process, for example I am going to discuss
different important elements during this phase:
External Communication

Start up meeting:
Here it is discussed different elements of the project, the decision taken in
this meeting will be relevant during the design process. Some of these
items are summarized here:
o Scope of the project
o Members involve in the project: Project Manager, Designers,
o
o
o
o
o
o

Geotechnical Engineers, QS, Environmental

Surveys required
Third parties involves
Programme (including next meetings)
Traffic management
AIP/Dfs
Lessons learnt from previous schemes.

o Risks
Minutes
Minutes are a record of the meeting for its participants and a source of
information for members who were unable to attend. In some cases,
meeting minutes can act as a reference point, for example:
o minutes can serve to notify (or remind) tasks and deadlines.

These meeting help both designers and clients to establish the main objectives
during the design phase, furthermore it helps to enhance the relationship
between client and designers.

Reports and drawings

The role of drawings in producing good quality work is crucial. Therefore, careful
attention must be paid as to how drawings are going to be produced and
checked.
For example in my workplace we consider the following points:

Provide drawings as early and as complete as possible at all relevant

stages.
Ensure drawings are adequately detailed and checked before site work

starts.
How much information is needed on any drawing for it to be successfully

built from.
How to prepare and return amended drawings back to site as quickly as
possible.

The role of the reports it is really important because it summarized most all the
information regarding the design process.
Internal Communication
-

Catch Up Meeting

Being members of a design time I have to attend different meeting with

members of my organization and outside my organization. For example every
week I attend a meeting with the members of my team, the idea of this meeting
is to discuss and organize different tasks, timing and work load for the rest of the
week.
-

Seek of Advice (Lessons learnt from previous schemes)

Trough the organization is a common practice to seek advice around different

teams or offices. For example if we are working in a new design and other teams
has been previously working on it these teams will be in constant communication
in order to make the design task smother and simply.

6. COMMUNICATION DURING THE CONSTRUCTION PHASE

Pre- Start or Kick off Meeting
The project manager should ensure that a pre-start or "kick off" meeting is held
as there are several benefits to site communication which may arise from such a
meeting, including the following:
-

It allows people to get to know each other; this is likely to lead to better

communication and less confrontational attitudes as the work progresses.

It provides the opportunity to decide on how communication will operate.
It provides the opportunity to define points of contact at each

organisation.
It can be used to ensure that all people have the contact details for others

working on the project.

It could help to identify health and safety aspects of the projects

Ensure all relevant people attend the

kick off meeting, this may include

supervisors and major suppliers.

Technical Literature
Large numbers of best practice information documents on design, material
selection and construction are available from a variety of sources including the
following:
Provision of Technical advice
It must be provided technical advice to site based staff. Providing the best
practice information could be done in several ways:
-

Sample panels and mock-ups

Best practice posters
Manufactures visit the site to demonstrate best practice or new products

Chain of communication
Operative report an incorrect defect to site office, and then site office report it to
head office and them to the design office in order to correct it
Project meetings
It helps site works to progress smoothly
7. Types of factors causing communication difficulties
-

A lack of clear objectives without a clear intention, this leads to

confusion between the transmitter and receiver.

Perception and attitude problems are related to misunderstood

messages where transmitter and receiver attribute different meanings

Environmental problems from distractions and noise (typical on site)
Chinese Whispers the phenomenon of a message being gradually
distorted as it passes along the message chain. The longer the chain, the

more distorted the message would become.

Misinterpretation of communication the need to use multiple forms, i.e.
we have start up/hand over meetings. Uses all forms of communication
presentation

(non

verbal)

verbal

and

written

running

through

information. This is better than just handing over documents with no

hand-over meeting.
8. Reasons for good communication
Building strong relationships so all parties within a project understand their roles
and what the outcome of the project is. The aim is, in order of importance, to
ensure safety, cost and programme.
-

Safety:

Example of CDM Regulations. CDM regulations themselves

ensures H&S responsibilities are outlined to all so all parties should know
what they need to be doing.
As designers we communicate risks (both H&S and programme,
financial) to others through risk registers. We would then follow this
up

by

having

regular

meetings

throughout

the

project

to

communicate this to the team (both internally Skanska, and

-

externally subcontractors).
Cost: Example of bad communications could have a huge influence in the

cost of the project.

Programme: Misunderstanding could create disruptions in the project.

9. MY EXPERIENCE
As professional civil engineer I understand that we cannot overstress the role of
communication in a construction project.
The most common reason for
construction disputes is a breach in communication and expectations.
A construction project has an enormous number of moving parts: A successful
project demands that the professionals involved are experienced, appropriate,
team players with complimentary skill setsand that they are managed to bring
out their best work to meet the vision and goals of the project.
It is critical to establish a clear chain of communication and command for the
input and distribution of information. All requests for information, change order
requests, and directives to and from the Client should be introduced in writing
and addressed through proper channels to ensure issues are responded to by the
right party without delaying progress, and captured and documented for the
project.
Concerted effort is necessary to facilitate communications between the team
members.
Paying attention to details during the design and planning phase, problems can
be anticipated and mitigated. The contractors can then accomplish the project
smoothly, on time and within budget. During the Construction phase, a
continued presence on site serves to monitor the contractors work, coordinate
the consultants, mitigate change orders, perform quality control inspections and
be completely on top of the budget and schedule.
In our area of work we have to communicate with client and stakeholders so they
are aware of the work and are as content as possible and to minimise disruption.

For example a press notices for road closures, consultations with

environment agency and drainage boards for consent to work in
particular areas. Another example it will be when I have worked
in a Railway Bridge, we had to communicate with Network Rail
to arrange for and book possessions. Method statements etc
had to be sent to them and agreed. This would then be
communicated to site staff who would be briefed on site. Good
communication meant that all parties were aware of what they
were doing before they got to site so work ran as smoothly as
possible with minimal complaints.
H&S considerations CDM regulations themselves ensures H&S responsibilities
are outlined to all so all parties should know what they need to be doing. As
designers we communicate risks (both H&S and programme, financial) to others
through risk registers, comments on drawings (H&S) etc. WE would then follow
this up by having regular meetings throughout the project to communicate this
to the team (both internally Skanska, and externally subcontractors).
10.

ADVICE APPLICABLE ACROSS THE WHOLE CONSTRUCTION

PROJECT
10.1
Take care and Time of Communication
Remember that paying attention to and spending time on communication is
likely to lead to benefits to the project. The following are some typical
examples:
-

Make sure the method of communication used is the most appropriate.

Whatever method is used, make sure the message is clear and all people

who need to know are informed.

If at all possible, provide instructions as early as possible.
Do not assume that actions identified in a memo, fax or e-mail will always
have been carried out. Some sort of follow up or checking may still be

necessary (Verbal communications required).

Learn from previous projects that you have been involved with where the
communication was either particularly good or bad.

10.2

New Communication Technology

The use of new technology to help communication should be considered.

While the benefits of items such as mobile phones and two way radios are
well known, digital cameras and on site internet and e-mail access may also
be beneficial communication tools. For example, drawings can be e-mailed
between the site office and the architect, as can digital photographs of
defects and progress. The internet can be used to access information such as
Building Standards and good practice guidance documentation.
On large scale construction projects the use of project "intranet" systems has
been shown to be valuable. These systems are based on project wide access

via a network of personal computers to electronic ("virtual") project

documents such as drawings, specifications and correspondence.

The future in Construction. BIM

Is a clear solution to the communication problems compared to the
traditional methods. BIM is defined as a modelling technology and
associated set of processes to produce, communicate, and analyse
building models

Benefits of BIM:
- the clearest benefit from BIM is that a 3D model improves the
-

ability to understand what is being presented.

It can be used to visualize the design at any stage of the
process with the expectation that it will dimensionally
consistent in every view.

In addition to these benefits BIM will help in other

aspecst such as:
Planners can select optimum sites.
Architects can produce more accurate designs with fewer errors,
less waste, and closer alignment to the owners vision.
Engineers can increase coordination with architects and other
engineering disciplines, improving the reliability of their designs.
Contractors can make sure that constructability issues are
flagged early on when changes are less expensive to make.
Ultimately, owners will be able to use the models far into the
future as the basis of a comprehensive facilities and asset
management program
11.CONCLUSION
Communication is essential to all business activities; it enables an organization,
and is an integral part of the construction process. Beyond the argument, any
improvement in communication can improve an organizations operating
effectiveness.

Good

communication

within an

organization and

between

organizations contributing to the construction project can improve motivation

levels and improve the processes. Conversely, inadequate communication can

result in a demotivated workforce and lead to problems in production.
Construction projects are complex and risky, requiring the active participation of
all

contributors.

Co-operation

and

co-ordination

of

activities

through

interpersonal and group communication are essential in ensuring the project is

completed successfully. Poor communication, lack of consultation and inadequate
feedback are to be found as the root cause of defects in many constructed
works.
Poor co-ordination and communication of design information lead to design
problems that cause design errors. Communication is the one aspect of the
management of projects that pervades all others. Given that construction is such
a fragmented, dynamic and disparate sector, the challenges of communicating
effectively are greater than in most other production environments.
Nevertheless, addressing communication in the industry can be seen as a
principal enabler for improving the industry in the future.