Foreman vs Supervisor vs QC vs Project Manager

A job title does not automatically define authority. Two projects may use the same role name but expect different outputs, so a responsibility matrix should form part of the scope.

How to assess this decision in practice

A foreman usually sits on the delivery side and directs labour. A supervisor or owner representative should preserve boundaries so independent review does not become management of contractor labour without clear authority.

QC needs acceptance references, while a project manager connects QC outcomes with programme, cost, coordination and decisions. Roles may be combined only when competence, time, conflicts and authority are stated.

What to check

Use this list as a starting point. The depth of review should still match the project stage, decision value, documents and risks.

1. A foreman organises labour, work areas, sequence, tools, daily targets and material coordination.
2. A supervisor monitors execution, progress, coordination, issues and follow-up for the appointing party.
3. QC checks processes and results against drawings, specifications, methods, samples, tolerances and tests.
4. A project manager integrates scope, programme, cost, parties, risk, decisions, changes and reporting.
5. Define who may instruct, reject, stop, accept, measure and approve payment.

Turn the review into a recorded decision

1. Set the baseline: documents, conditions, dates, parties, reviewed areas and access limitations.
2. Separate observed facts, third-party statements, assumptions, risks and professional opinions.
3. For each issue, define the required decision, authority, action owner, target and closure evidence.
4. Retain document versions and approvals so later changes can be compared against the correct basis.

Questions before deciding

A useful answer should be traceable to documents, site conditions, a responsible party or a clearly stated assumption boundary.

• Who represents the contractor and who represents the owner?
• Which written outputs must each role produce?
• Where could conflicts or overlapping authority arise?

How to document the outcome

Record information sources, review dates, documents read, people interviewed, inaccessible conditions, key findings, decisions, owners and follow-up deadlines. Separate facts, third-party statements, assumptions and recommendations.

For legal, structural, geotechnical, tax, permitting, land, design or specialist-testing decisions, use appropriately authorised and qualified professionals.