RODEOWORX (PTY) LTD pledges their full commitment to identify, understand and meet the needs of our clients and will entrench such commitment through all levels. Working in all areas within South African Borders.
MISSION STATEMENT
We, Rodeoworx (PTY) LTD state that it is our mission to provide our clients with reliable and quality service through qualified skilled personnel. Our primary goal is to target industrial, commercial and property development. Rodeoworx (PTY) LTD strives to create work and to uplift individuals in the community by sustainable development.
COMPANY BACKGROUND
Rodeoworx (PTY) LTD was established in June 2011 and grew into a professional construction and development company.
The founder and CEO, Andre Rossouw has trained and travelled to gain valuable expertise in the field of construction since 1998.
PROJECTS COMPLETED BY ANDRE ROSSOUW
Construction and Renovation of the following:
- 157 KFC’s
- 12 Luxury Homes exceeding R2.5 million
- 3126 Lower Class Houses
PROJECTS COMPLETED BY RODEOWORX (PTY) LTD
Rodeoworx (PTY) LTD’s intentions are to establish it as a reliable and competent Project Management firm.
Construction and Renovation of the following:
- 35 KFC’s
- Renovations on houses
- Renovations on flats
PROJECT INVOLVEMENT AND BUSINESS FOCUS AREAS
Our services are underpinned by the reputation within the construction industry. This alone will ensure the highest level of service delivery and professionalism.
Our project involvement and business focus areas include:
PROJECT MANAGEMENT SERVICES
Rodeoworx Construction offers services which are adapted to each individual project and client.
We provide the following services:
- Development of Project brief / scenario planning
- Programme Management
- Assist in procurement of appropriate consultants including a clear definition of their roles, responsibilities and liabilities.
- Co-ordination of all information and communication within the Project Team
- Health & Safety process
- Manage the integration of the prelim design for the initial viability of the project
- Agree the format and procedures for Cost Management
- Manage and record Site meetings & minutes
- Co-ordinate, monitor and issue Works Completion List by Consultants to the Contractors.
- Project close-out & handover
- Practical Completion Certification
- Final Completion Certification
- Full turnkey solutions
- Quantity surveying service
- Construction Project Management
- Building Services (Tiling, Plumbing, Electrical, Building, Concrete, Shattering, Painting, Ceilings, Partitions, Rhinolite, Roofing, Water Proofing, LED Lighting, Solar, Carpets, Wooden Floors, CCTV Installation’s, Data Cabling)
- Site supervision (Project Supervision, Clerk of Works)
- Civil Works
CONSTRUCTION MANAGEMENT
Rodeoworx Construction endeavours to provide both technical and administrative management services in order to effectively plan and manage the project from its inception through to project hand-over.
We provide the following services:
- Appoint Contractors on behalf of the Client
- Preparation & monitoring of the Construction programme
- Preparation & Monitoring of the Information Schedule
- Preparation & Monitoring of the Cash Flow
- Monitor all Contractors documentation
- Preparation of quality assurance plan & monitoring quality process
- Establish the Construction distribution process
- Snagging & facilitate handover
- Practical Completion certification
- Final Completion certification
- Settling of final account
- Releasing of Retention and guarantee
THE PROJECT MANAGER – RESPONSIBILITIES AND APPROACH
1. RELATIONSHIP WITH THE CLIENT
The relationship that the Project Manager has with the Client or Owner is the fundamental keystone in the structure of the project hierarchy. It is here where the Project Manager must play the strongest role.
The Client must be guided by the Project Manager through all stages of the development, ensuring that he is provided with appraisals and recommendations and assisting him in the evaluation of financial and technical data presented to him, constantly advising him of design time / cost implications.
The Project Managers initial prime objective is to commit to the Client in establishing the basic brief for the project, approve the design concept and confirm the budget.
2. PROFESSIONAL TEAM APPOINTMENTS
The Project Manager should attend to the contractual arrangements between the Client and all Professional Consultants thus ensuring that their respective responsibilities and roles are clearly defined and their professional fees or risk works structured and agreed upon prior to commencement.
3. PROJECT CO-ORDINATION
The Project Manager’s initial task is to prepare a detailed documentation programme based on the construction programme. This documentation programme sets out the time-based objectives for the various consultants to achieve, in relation to the anticipated construction process. This documentation programme will be related to the construction sequences, documentation priority following construction priority, all of which are based on a construction programme prepared by the Project Manager.
The documentation programme is prepared as a tool to maintain discipline amongst the professional consultants including the Client. Constant reference to this programme will be made at the Consultants, and Management meetings.
Management meetings are convened with the Client and it is at these meetings that the Client will take major policy decisions. In addition, at these meetings, the evolving designs will be considered, approved or amended, progress reports presented and financial matters dealt with. It is at these meetings that the
decisions of the Client will be monitored to ensure that he complies with his decision-making obligations. Pressure on the Client at this early stage will ultimately avert expedient and possibly costly design decisions being made at a later stage.
Consultants meetings comprising Planning and Design Co-ordination meetings will ensure that the consultants are fully briefed as to the decisions of the Client. It is here that concentrated interaction between consultants takes place in order to resolve problems, discuss alternatives, answer queries and assess progress against the documentation programme.
4. TECHNICAL CO-ORDINATION
All meetings are held on a regular basis. Full records of the proceedings are kept under the control of the
Project Manager. From discussions held at these meetings, the Project Manager will then follow up, coordinate the efforts of all consultants and ensure that proper liaison takes place.
Information feedback to the Client is essential, and the Project Manager has to ensure that the Client takes timeous decisions in regard to the various alternatives that confront him. It is imperative that the Client, at all times, be kept involved in the project. It is the duty of the Project Manager to ensure that this continued interaction takes place.
The emphasis is thus placed on the co-ordinating and co-operating efforts between Client and the design team, with the Project Manager acting as a catalyst in the process.
The reduction of the Architect’s role in management duties in a Project Management controlled environment is seen by many as an erosion of the Architects position and standing. This however, when viewed in a positive manner, releases the Architect from the shackles of management to proceed with his prime function of design and technical co-ordination.
5. FINANCIAL CONTROL
The Project Manager must ensure that the Quantity Surveyor is fed a constant stream of information on the evolving project, from inception of the project through the design, documentation and construction phases. This enables the Quantity Surveyor to fulfil his task without having to extract bits of information.
The Project Manager, in return, will require a constant flow of cost information from the Quantity Surveyor in order to guide the Client through the decision-making process and enable him to fully understand the cost implications of the evolving project.
An updated cost report will be presented at the Client meetings. No decisions will have to be taken by the
Client at these meetings without placing before him, any cost implications of such decisions. He will not be confronted with choices without the costs of any alternatives.
The Project Manager must convene budget meetings with all Consultants prior to the presentation of cost reports to the Client. All financial matters will be discussed in full at these meetings so that the cost report reflects an up to date financial position on the project. In these cost reports, there may be items presented for consideration. These items reflect the cost of proposed alternatives and variations, the timeous submission of which is vital to the Client.
6. CONTRACTOR APPOINTMENTS
The appointment of parties to execute the work on site becomes a priority as design information starts crystallising. The Project Manager and all consultants must invest a great deal of time and effort in the early stages of the tender documentation programme in order to reach consensus on the conditions of tender. Such interaction would create familiarity with and understanding of the tender and contract documentation by the entire professional team, an essential factor in the control of the project.
Prior to the tender documentation stage, the Project Manager will have investigated the local construction market to pre-qualify tenderers on the basis of their financial strength and their performance records, so as to establish which firms would be capable of handling the work in the allotted time. This investigation would have involved a study of:
- resources available
- availability of management personnel for the project
- record of fast track involvement
- investigation into the workload of the firms under consideration
This type of investigation could lead to the necessity of appointing more than one Contractor or Sub-
Contractor to carry out a particular element of work, particularly on larger projects.
The need for letting contracts at very early stages is sometimes necessary, particularly priority contracts, which could include demolitions, bulk earthworks, piling and structural steelwork.
Long lead items are, in addition, also placed at an early stage for later cession to the relevant specialist Sub-Contractors.
A factor which is often debated in the industry is whether to go out to tender or negotiate. Time constraints could preclude tendering in the early stages for certain elements of construction, but apart from this there are the secondary advantages of including a Contractor or Sub-Contractor at an early stage in order to derive the benefits of their practical experience and expertise. These secondary advantages, must be weighed against the possible cost advantage of tendering, particularly at a time when work is scarce and competitive tender bids abound.
Having controlled the negotiating and tendering procedures, the Project Manager would then be in the best position to and should implement the preparation of all contracts.
7. PROGRAMMING AND CONTROL
7.1 DOCUMENTATION PHASE
This is the period preceding the appointment of the Main Contractor for the project. Here the main emphasis is placed on the programming and monitoring of the design and documentation aspects.
7.1.1 PRELIMINARY CONSTRUCTION PROGRAMME
A preliminary construction programme should be developed after discussions with the professional team in order to determine the following aspects:
- Proposed building design
- Specific Client requirements, restrictions and constraints if any
- Beneficial occupation dates
- Method of construction
- Local authority approvals
- Intended sub-contracts to be let
This indicative programme should be broad but in sufficient detail to determine the major milestones and target dates that have to be achieved during the construction process. The indicative critical path for the construction phase of the project should also be highlighted within the programme. The priorities contained in the documentation programme should fall in line with this critical path.
The preliminary construction programme will be included with the tender documentation for the Main
Contract.
7.1.2 PRELIMINARY DOCUMENTATION PROGRAMME
Based on the construction programme, a documentation programme is prepared, which will highlight all the various contracts and sub-contracts to be let. The programme will take cognisance of the lead-in periods, to ensure timeous mobilisation and will also identify the procurement period required for the various major items of plant and equipment to be utilised on the project. This programme will ultimately be agreed with the successful Main Contractor prior to his appointment.
The programme should be updated and formally monitored, as obviously, if goals are not met at this stage, the Professional team would have to agree to the deployment of additional resources in order to achieve the agreed programme.
7.2 CONSTRUCTION PHASE
7.2.1 CONTRACT PROGRAMME
Once the successful tenderer accepts the documentation programme as proposed, he then sets out preparing a detailed construction programme based on this. There are times however when he believes that the method of construction requires change, and he qualifies his tender to accommodate the alternative method. This has a major effect on the Professional team as in most cases, the documentation is directly affected by modifications to the indicative construction programme. The Project Manager would then have to assess the implications of such qualification on a basis, which would hopefully be achievable to the Project team as a whole.
The construction programme is prepared from a detailed critical path precedence network (PERT). Once this detailed network is agreed, a critical path for the construction project is determined, which is incorporated into the signed contract documents.
7.2.2 DOCUMENTATION SCHEDULE
A documentation schedule is prepared after the contract programme is agreed with the main contractor, taking into account the full complement of drawings to be prepared by the Professional Team (design, supply and installation drawings), relative to the lead in items identified in the contract programme.
The purpose of this schedule is to provide the interface between the information required for contractual purposes and the Contract Programme.
7.2.3 UPDATING PROCEDURES
The Contract Programme is monitored and updated on a regular basis (usually monthly). This exercise incorporates the review of current activities in relation to the original programme by assessing that portion of completed work, the amount of time still estimated to complete the various tasks, as well as the utilisation of any float time available (with reasons).
This updating procedure is executed jointly by the Contractors representative and the Project Manager’s appointed representative, in order to ensure a realistic and true assessment of the progress at that particular time.
a) Monthly Status Report
This report is the computer generated output from the data emanating from the update procedure.
The report includes items in progress as well as those activities which are due to commence with an early start date within approximately a month of the latest update. The report is usually attached to the site minutes for record purposes.
b) Daily Bar Charts
There are times when a more detailed programme of work is required to identify any potential delays to the contract as early as possible. This is usually prepared during the final stages of a project, when resources for finishing trades are at a maximum.
At this stage, the interrelationship and co-ordination of the various sub-contractors to work within the Main Contractors time frame is fundamental to the successful completion of the project. The daily bar charts are a useful tool to ensure communication of the targets to middle and lower onsite management.
7.3 PROGRAMME EVALUATION
This is the final process of evaluating the overall management of a completed project in order to learn from those mistakes of the Contractor as well as the Project Manager, in order to improve preparations for future projects.
7.3.1 ITEMISE ERRORS IN DURATION’S
Reports may be generated in order to identify patterns or connections, which would probably realise the ‘weak’ areas where expectations were not met.
7.3.2 EVALUATE DEPENDENCIES AND CONSTRUCTION ACTIVITY LOGIC
The centres on the use or misuse of float time and the interdependence of various tasks.
7.3.3 REVIEW DELAYS AND SETBACKS
This review focuses on the unexpected occurrences such as major design revisions, labour strikes and material shortages.
In the application of the above mentioned services and applying high ethical principles, PPA Construction
Project Managers has secured and will continue securing and completing successful construction related projects.
HEALTH & SAFETY POLICY
Health and Safety are two of our Company’s most important responsibilities and functions and is regarded as the essential foundation for successful business and social operations.
Health and safety are recognized, implemented and maintained from a legal, humanitarian and economic perspective. We believe that a superior safety approach is indicative of assertiveness and responsiveness to employee needs and policies procedures, which creates higher morale and loyalty among employees, leading to enhanced productivity and therefore enhanced profitability. This ensures that we sustain our constancy and vision as top achievers in the Construction and development environment.
Rodeoworx (PTY) LTD has a legal and moral responsibility to safeguard its employees and the general public, so far as reasonably practical, from injury, annoyance or risk to Health from all processes associated with all operations and Activities.
WORK IN ASSOCIATION
We work in association with architects, quantity surveyors, civil and structural engineers, project managers and other specialists. The composition of the project team and our positions vary, depending on the nature and the scope of works.
FUTURE OF THE COMPANY
Rodeoworx (PTY) LTD aims in growing from strength to strength into a company that will maintain a professional image to its investors and the public.