2365 Level 3 Diploma in Electrical Installations
Unit 305 Handout 22
2365 Unit 305: Electrical systems design
Handout 22: Managing projects
Learning outcome
The learner will:
1. Understand how to plan work schedules for electrical systems installation.
Assessment criteria
The learner can:
4.3 Describe how to overcome difficulties that may arise when supervising electrical system
installations.
Range
Difficulties: Conflict (suppliers, trades, clients), poor performance of staff, resource shortages,
quality of components, incomplete fittings, damage, weather conditions, site constraints.
Managing projects
Conflict with suppliers
In most cases, when suppliers deliver materials to site there are no problems whatsoever.
However, issues can sometimes occur with deliveries, and can include the following:
• damaged items
• wrong items
• wrong quantity.
It is important that all paperwork relating to orders is retained. On delivery, orders should be
checked against the delivery note and against the original order. Any deficiencies or damaged
items should be recorded on the delivery note and signed by the delivery driver.
Check the prices are correct compared with the original quotation from the supplier when the
invoice is received.
Where there are issues, the supplier must be contacted initially by telephone to explain the issue.
Usually the supplier will be amenable, bearing in mind that they want your business.
Conflict with other trades
These usually centre on conflicting positioning of items – for example, cable run positioned where
the plumber intends to locate the boiler. There may also be disagreements when two trades wish
to work in the same area at the same time.
To ease the situation you should consult with the supervisor of the trade you are in conflict with,
to determine the best solution for all. If necessary, consult with the site supervisor/agent.
Conflict with clients
This is a difficult situation, as the client is the paymaster. Discuss with the client what their specific
requirements are and be as amenable as possible, while staying within the constraints of the
contract and appropriate regulations.
© 2014 City and Guilds of London Institute. All rights reserved. Page 1 of 2
2365 Level 3 Diploma in Electrical Installations
Unit 305 Handout 22
Poor performance of staff
The reasons for poor performance of staff often centre around two main causes:
• Staff not competent to do the task required of them.
• Disaffected staff not making an effort.
If the cause is incompetency, appropriate continuing professional development (CPD) is required.
In the meantime, it may be necessary to move the individual to a task they are competent to do.
If the issue is being disaffected, it will be necessary to talk to the individual to determine what the
problem is, and then take steps as appropriate.
Resource shortages
This could arise as a result of not ordering the required quantity of materials in a timely fashion,
the supplier not delivering materials within the required timescale or delivering insufficient
numbers compared to the order.
If it is due to untimely ordering, ensure materials are ordered in advance and check they have
been received before they are required.
If it is due to suppliers, see the earlier section on Conflict with suppliers.
Quality of components or incomplete or damaged fittings
It will be necessary to contact the suppliers regarding any of these issues. See the earlier section
on Conflict with suppliers.
Weather conditions
Bad weather can seriously affect work on a construction project. If this is likely, or has already
occurred, discuss the issues promptly with the site supervisor/agent, as well as with your own
manager. It may be necessary to bring additional staff to bring the project back on time.
Site constraints
Check access times to the site, as there are usually limitations as to when work can be carried
out; this can seriously affect the progress of the project from your point of view.
Make sure the site is secure: vandalism will cause a job to make a financial loss and it will delay
completion. Discuss security with the client/main contractor.
Meet the main contractor regularly to receive information on progress of the job and monitor
progress on the site.
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