Construction project management in architecture requires effective coordination of the site construction team to ensure projects are completed on time, within budget, and to the desired quality standards. Managing the construction team involves recruiting the right members with appropriate skills and assigning tasks that align with their expertise. In Kenya, where construction projects vary from urban commercial buildings to rural community facilities, the ability to manage diverse teams is critical for architectural professionals to deliver successful outcomes.

2.1 Team Members Recruitment

Recruiting the right construction team members is foundational to the success of any architectural project. The competencies, experience, and attitudes of team members directly influence the quality and efficiency of construction activities. In the Kenyan context, recruitment must also consider local labour laws, cultural dynamics, and the specific demands of the site environment. This section explores the composition of construction teams and the key factors to consider during recruitment.

2.1.1 Construction team members

A construction team on an architectural project consists of a variety of professionals and skilled workers, each contributing distinct expertise to realise the design and build objectives. The team composition depends on the project scale, complexity, and project delivery method.

2.1.1.1 Client

The client, also called the employer or developer, is the person or organisation that initiates the project, owns the site, provides the funds and appoints the other team members. The client sets the brief describing what is to be built, the budget and the time frame, and makes key decisions throughout the project. Large clients often appoint a project manager who oversees the entire construction process, coordinates between stakeholders, manages timelines, and ensures compliance with architectural specifications. Example: a SACCO building its new head office appointed a project manager from among its staff to liaise with the architect, contractor and suppliers on its behalf.

Roles of the client

• Initiating the project: Identifies the need for the building and the site.
• Preparing the brief: States requirements for spaces, quality, budget and completion date.
• Financing: Provides funds and pays consultants, contractors and suppliers.
• Appointing the team: Selects and contracts the consultants and contractor.
• Decision-making: Approves designs, changes and payments.
• Obtaining approvals: Signs applications for planning, environmental and other permits.

2.1.1.2 Architect

The architect is the professional who designs the building and, under traditional contracts, administers the construction contract on the client's behalf. The architect translates the client's brief into drawings and specifications, coordinates the work of the other consultants, inspects the works and certifies payments to the contractor. In Kenya, architects must be registered with the Board of Registration of Architects and Quantity Surveyors (BORAQS) to practise. Architects are often supported by architectural technologists who provide technical input on design implementation, materials, and construction methods, bridging the gap between design and execution. Example: a private primary school selected a registered architect who had designed several school buildings to plan its new classroom block.

Roles of the architect

• Design: Prepares concept, detailed and working drawings to meet the brief and regulations.
• Specification: Describes the materials and workmanship required.
• Approvals: Prepares and submits drawings for county planning approval.
• Coordination: Leads and coordinates the engineers and quantity surveyor.
• Contract administration: Issues instructions, inspects the works and certifies payments.
• Completion: Certifies practical completion and handover.

2.1.1.3 Quantity surveyor

The quantity surveyor (QS) is the construction cost professional who advises the client on the cost of the project and manages the money side of the contract. The QS prepares cost estimates and bills of quantities, which are used to obtain tenders, and then values the work done for interim payments and assesses the cost of any changes. Quantity surveyors are registered with BORAQS. Example: a church planning a new sanctuary engaged a quantity surveyor to prepare a cost plan so the congregation knew how much to raise before construction started.

Roles of the quantity surveyor

• Cost estimates: Prepares early estimates and cost plans for the client.
• Bills of quantities: Measures the work from drawings and prepares tender documents.
• Tender evaluation: Analyses contractors' bids and recommends the most suitable.
• Interim valuations: Values work done for monthly payments.
• Variations: Prices changes to the work.
• Final account: Prepares the final account at the end of the project.

2.1.1.4 Structural engineer

The structural engineer is the professional who designs the parts of the building that carry loads, such as foundations, columns, beams, slabs, walls and roof structures, so that the building is safe and stable. The engineer calculates loads and stresses, sizes members and reinforcement, prepares structural drawings and inspects critical stages such as reinforcement before concrete is poured. In Kenya, engineers must be registered with the Engineers Board of Kenya. Example: before approving the design of a five-storey bank branch, the county required structural calculations signed by a registered structural engineer.

Roles of the structural engineer

• Structural design: Designs foundations, frames, slabs and roofs to carry all loads safely.
• Calculations: Prepares structural calculations for approval.
• Structural drawings: Produces reinforcement and steel details and bar bending schedules.
• Soil assessment: Interprets soil investigation results for foundation design.
• Site inspection: Approves excavations, reinforcement and formwork before concreting.
• Testing: Reviews concrete cube and other test results.

2.1.1.5 Contractor

The contractor is the firm that physically constructs the building according to the drawings, specifications and contract. The contractor organises labour, plant, materials and subcontractors, plans the work programme and is responsible for site safety and the quality of workmanship. Contractors in Kenya must be registered with the National Construction Authority in the category appropriate to the value and type of work. The contractor's site supervisor or foreman directly supervises daily site activities, manages labour allocation, and enforces safety standards; at a university expansion project, the foreman ensures that masonry work aligns with structural drawings.

Roles of the contractor

• Construction: Builds the works to the drawings, specifications and contract terms.
• Planning: Prepares and follows the construction programme.
• Resources: Provides labour, materials, plant and equipment.
• Site management: Supervises operatives and coordinates subcontractors.
• Safety: Maintains a safe site in line with occupational safety laws.
• Defects: Corrects defects during construction and the defects liability period.

2.1.1.6 Supplier

A supplier is a firm that provides materials, components or equipment to the project, such as cement, steel, blocks, timber, roofing, sanitary fittings and electrical goods. Suppliers may be engaged directly by the contractor or nominated by the client and architect for special items. Reliable suppliers deliver the right quantity and quality on time, so selecting them is as important as selecting the builders. Example: a contractor building a lakeside hotel chose a supplier for imported sanitary ware based on its proven delivery record, because late fittings would delay the hotel's opening.

Roles of the supplier

• Supplying materials: Provides materials and products as ordered.
• Quality: Supplies goods that meet the specification and KEBS standards.
• Timely delivery: Delivers according to the agreed schedule.
• Technical information: Provides product data sheets, samples and installation guidance.
• Documentation: Issues delivery notes, invoices and test certificates.
• After-sales support: Honours warranties and replaces defective goods.

2.1.1.7 Operatives

Operatives are the skilled, semi-skilled and unskilled workers who carry out the physical construction work on site. Skilled tradespersons include masons, carpenters, electricians, plumbers, and painters whose technical skills are essential to the physical construction; for instance, carpenters at a hotel project are critical for formwork and joinery finishes. Labourers carry out general site tasks such as material handling, site cleaning, and assisting skilled trades, vital for maintaining workflow continuity; on a retail mall project, labourers ensure timely delivery of materials to various workstations.

Categories of operatives

• Skilled operatives: Trained tradespeople such as masons, carpenters, steel fixers, plumbers and electricians.
• Semi-skilled operatives: Workers with some training, such as machine operators and assistants to tradespeople.
• Unskilled labourers: General workers who carry materials, dig, mix concrete and clean the site.
• Plant operators: Drivers and operators of excavators, cranes, mixers and other machines.
• Gangers: Experienced workers who lead small groups of operatives.

2.1.1.8 Clerk of Works

The clerk of works is the client's or architect's representative on site, employed to inspect the works continuously and confirm that they comply with the drawings and specifications. The clerk of works is usually an experienced builder who checks materials and workmanship day by day, reports problems to the architect and keeps records of progress, weather and instructions. The clerk of works cannot change the design but can bring defects to the contractor's attention. Like a quality control officer responsible for inspection and verification of works against standards and specifications, the clerk of works at a cooperative society office tests concrete strength and monitors workmanship.

Roles of the clerk of works

• Inspection: Checks materials and workmanship against the specification.
• Reporting: Reports progress and problems to the architect regularly.
• Testing: Witnesses tests such as concrete cubes and slump tests.
• Records: Keeps a site diary of activities, labour, weather and instructions.
• Measurements: Records hidden work, such as foundations, before it is covered.
• Liaison: Acts as the link between the site and the design team.

2.1.2 Factors to consider in team recruitment

Recruiting construction team members for architectural projects in Kenya requires a comprehensive assessment of multiple factors to ensure the right fit for the project demands and environment.

2.1.2.1 Experience and Qualification

Experience and qualification describe a candidate's formal training, professional registration and record of similar work. Qualifications, such as trade test certificates, diplomas and degrees, show that the person has been trained, while registration with bodies such as BORAQS, the Engineers Board or the NCA shows they are legally allowed to practise. Prior involvement in projects of comparable scale and complexity ensures familiarity with expected challenges; an electrician experienced in hospital installations understands the critical nature of medical-grade wiring.

Evidence of experience and qualification

• Certificates and diplomas: Copies of trade tests, diplomas or degrees.
• Professional registration: Valid registration with the relevant board or authority.
• Work history: A CV or company profile listing past projects.
• References: Contacts of previous clients or employers who can confirm performance.
• Portfolio: Photographs or visits to completed works.
• Licences: Current licences, such as electrical installation licences.

Worked example: weighted scoring of candidates

Weighted score = sum of (score × weight) for each criterion

A contractor scores a foreman candidate out of 10: experience 8 (weight 0.4), qualification 7 (weight 0.3), and references 9 (weight 0.3).

Weighted score = (8 × 0.4) + (7 × 0.3) + (9 × 0.3)

Weighted score = 3.2 + 2.1 + 2.7

Weighted score = 8.0 out of 10

2.1.2.2 Skills and abilities

Skills and abilities are what a candidate can actually do on the job: the technical, practical and personal capabilities needed for the role. Candidates must possess verified skills and qualifications relevant to their roles; for example, hiring a mason with experience in stone cladding is crucial for a heritage building restoration. Skills are best confirmed by practical trade tests, observation on trial work, or interviews with technical questions, rather than by paperwork alone.

Skills to assess

• Technical skills: The ability to carry out the specific trade or professional task to the required standard.
• Reading drawings: Understanding plans, sections and specifications.
• Use of tools and equipment: Safe and correct operation of hand tools, power tools and plant.
• Problem-solving: Finding practical solutions to site problems.
• Communication: Explaining work and following instructions clearly.
• Health and Safety Awareness: Knowledge and adherence to occupational safety standards reduce accidents and project interruptions; recruitment of workers with basic safety training is vital on high-risk construction sites like hospitals.

2.1.2.3 Attitude and work ethics

Attitude and work ethics are the values and behaviour a person brings to work, such as honesty, reliability, punctuality, willingness to learn and respect for others. A skilled worker with a poor attitude can lower morale, waste materials and cause conflict, while a positive, dependable worker improves the whole team. Attitude is assessed through interviews, reference checks and observation during a probation period. Example: a road contractor in Kitui kept a probation period of two weeks for new operatives to observe punctuality, care of tools and cooperation before confirming them.

Indicators of good attitude and work ethics

• Reliability: Arrives on time and completes tasks as agreed.
• Honesty: Reports mistakes and handles materials and money with integrity.
• Willingness to learn: Accepts training and correction positively.
• Respect: Treats colleagues, supervisors and the public respectfully.
• Care for property: Uses tools and materials carefully without waste.
• Commitment to quality: Takes pride in producing good work.

2.1.2.4 Cultural fit

Cultural fit is how well a candidate's values, behaviour and working style match the organisation and the team they will join. The ability of team members to work harmoniously within diverse groups affects site morale and productivity. For example, in a multi-ethnic team building a county assembly, respect for cultural practices fosters cooperation. Cultural fit does not mean choosing people who are all the same; it means choosing people who respect diversity and share the organisation's commitment to safety, quality and teamwork.

Aspects of cultural fit

• Shared values: Commitment to safety, quality and honesty.
• Respect for diversity: Working well with people of different ethnic, religious and gender backgrounds.
• Teamwork: Willingness to cooperate and support others.
• Adaptability: Ability to adjust to the organisation's procedures and site rules.
• Communication style: Communicating in a way that suits the team and site.
• Community relations: Respecting the customs of the local community around the site.

2.1.2.5 Availability and Commitment

Candidates’ availability to meet project timelines and their commitment to the project duration reduces turnover and delays. A site supervisor who commits for the entire project lifecycle ensures continuity in supervision. Availability means the person can start when needed and work the required hours, while commitment means they intend to stay until their part of the work is complete rather than leaving for another job halfway through.

Factors in availability and commitment

• Start date: The candidate can begin when the project needs them.
• Working hours: Ability to work the required hours, including overtime when necessary.
• Other commitments: Whether the person or firm is already committed to other projects.
• Location: Living near the site reduces lateness and absenteeism.
• Contract duration: Willingness to sign for the full duration of the work.
• Track record: Past history of completing projects without leaving early.

2.1.2.6 Cost and budget.

Cost and budget refer to the amount the project can afford to pay for each team member compared with what candidates charge. Balancing quality and budget constraints influences recruitment decisions, and hiring highly skilled artisans may come at higher wages but reduces rework and enhances quality. Consultants' fees, contractors' prices and workers' wages must fit within the budget set by the client, while still complying with minimum wage laws. Example: a county dispensary project compared the cost of hiring an experienced plumbing subcontractor with employing casual plumbers, and chose the subcontractor because the lower risk of leaks and rework outweighed the higher price.

Cost factors in recruitment

• Fees and wages: The amount each consultant, contractor or worker charges.
• Statutory costs: NSSF, SHIF, housing levy and other employer contributions.
• Value for money: Weighing cost against quality, speed and reduced rework.
• Recruitment costs: Advertising, interviewing and training new staff.
• Budget limits: Total labour and consultancy costs must stay within the project budget.
• Legal minimum wages: Pay must not fall below the gazetted minimum wages.

Compliance with Labour Laws

Recruitment must adhere to Kenyan labour regulations including contracts, minimum wages, and safety requirements to avoid legal penalties and ensure fair treatment.

Chapter Summary

This chapter explored the management of site construction teams, beginning with the recruitment of key team members such as the client, architect, quantity surveyor, structural engineer, contractor, supplier, operatives, and clerk of works. It emphasized critical factors to consider during recruitment, including experience, qualifications, skills, work ethics, cultural fit, availability, and budget constraints. The process of assigning tasks to team members was detailed, covering identification, prioritization, matching tasks to skills, communication, monitoring progress, addressing challenges, and providing feedback. The importance of maintaining comprehensive records on site was highlighted, focusing on daily construction reports, quality control reports, change order requests, invoices, and materials delivery receipts. Guidance for project teams to deliver specific works according to the project plan was discussed to ensure alignment and efficiency. Finally, the preparation of remuneration schedules was addressed to ensure timely and fair compensation for the workforce. This comprehensive approach supports effective coordination and successful completion of construction projects.