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Unit 6 Developing Skills of Construction Teams & Self


Section 1. Training and Development

Section 2. Assessing and Monitoring

Section 3. Recording Information


Information and Guidance is available on how you should study

Study Guide

Assignment for Unit 6

Before Submitting your assignment you MUST read and conform to

Instructions for

Submitting Assignments


Additional Learning Resourses



Additional Information

You should relate your responses to any of the tasks set in this unit to the documents listed below; these will provide information about the type and size of the project.  

Section 1



Section 2



Section 3


Unit aim: This unit is designed to meet the needs of construction Site Supervisors, to provide them with knowledge of how to develop their personal skill.

This unit has an Introduction and is divided into 3 study sections.


Section 1 Training and Development

6.1.1 Means of providing training for individuals, teams and development.
6.1.2 Development and training objectives
6.1.3 Identify and prioritise own personal development and training needs
6.1.4 Development Action Plan (DAP) and Personal Development Record (PDR)

Section 2 Assessing and Monitoring

6.2.1 Assess and Monitor the performance of teams and individuals against agreed objectives.
6.2.2 Provide advice, guidance, support and encouragement to teams and individuals.
6.2.3 Develop milestones/short term targets to aid individuals and teams, reach the agreed objectives

Section 3 Recording Information

6.3.1 Need to Record Information
6.3.2 Type of information Recorded
6.3.3 Recording Formats

Unit Recommended Reading

Foster, G (1989) Construction site studies production, administration and personnel (2nd Ed), Longman; Harlow. (This book is recommended for units 1, 2, 4, 5 & 6)

Books can be ordered from most bookshops or online from Amazon.

Before starting you should read the ‘Study Guide’ accessible from the link on the left.


In order to work effectively in Construction site supervision it is essential that you have a number of personal skills. These relate to the ability of dealing with people and in ensuring that your subordinates have the requisite skills and qualifications in order to be able to carry out the work they may be required to do. It also involves you, as site supervisor, being able to ensure that you have the skills you require in order to do your job.
As a supervisor you will be required not only to ensure that your operatives are suitably qualified but also in assessing and monitoring their performance in order to gain the maximum output at the quality required. This will at times involve you in providing guidance and support. It will also involve you in the recording of information in order that a record is kept of all factors relating to the work.
In this unit you will learn about your obligations relating to these areas and the ways that these can be fulfilled. 

Please Note

All information contained in this Study Unit was considered correct at the time of writing but Students must not rely on information contained in the Study Unit and/or references for any purposes other than use within this CIOB qualification aim as legislation and working practices are constantly being revised and updated. Students are advised therefore to continually up-date themselves as to current legislation and construction practice and must not to rely on information contained within the Study Unit and/or references for practical applications in the workplace. Where legislation or construction practice has been superseded to that contained in the Study Unit Students should note this within their responses to the tasks.

 Section 1. Training and Development

Learning outcome: On completion the learner will know how to identify and arrange training and development for teams and individuals and how to develop oneself within the job role.


6.1.1 Means of providing training for individuals, teams and development.
6.1.2 Development and training objectives
6.1.3 Identify and prioritise own personal development and training needs
6.1.4 Development Action Plan (DAP) and Personal Development Record (PDR)

6.1.1 Providing training for individuals and teams

Training can be provided through a number of ways. The way it is delivered will depend on the type of training required and the options that are available to obtain that training. One way of organising the delivery of training is to structure the training.

Structured training is the instructional techniques and methodologies used to develop skills and improve performance on the job. Structured training, in many situations, can result in more effective training than on-the-job training programs or standardised training courses. This requires that course design should be specifically oriented to performance improvements. It is therefore tailored to the needs of a specific person and/or organisation and requires the production of some form of planning.

Training can be specifically designed to meet a particular need and can be provided by in-house expertise or by an external training provider. The training can be delivered as a one day event or over several days either consecutively or spread over a period of weeks or months.

Many people obtain qualifications by doing a specific qualification such as the National or Higher National courses or those approved by the professional institutes or institutions such as the one you are currently studying. These, like the type of training covered above, can be attendance courses or can be studied by distance or on-line learning something that is frequently referred to as open/flexible learning. These provide knowledge and understanding and assess the acquisition of this through projects, assignments or tests. Another means of obtaining a qualification is through a National Vocational Qualification (NVQ) which tests the competence of the person to do the job.

An NVQ is a structured personal development programme which assesses area competence and leads to a nationally recognised qualification. It does not test knowledge and understanding although these need to be demonstrated and this can be done through a structured training programme. The NVQ is a qualification which is taken in the workplace so the candidate must be in employment in a role pertinent to the qualification being taken. Successful completion of the programme enables candidates to take the CSCS Health and Safety test and if successful, qualify for the appropriate CSCS Card.
The Construction Skills Certification Scheme (CSCS) is a card registration scheme introduced in 1995, for people working in the construction industry. In order to obtain the CSCS card operatives, supervisors or managers need to show competency in their work and display health and safety awareness by passing the CSCS Health & Safety Test.

The level of NVQ taken will depend on the position that the potential candidate is at in their career. In the area of construction the four levels relate to the following roles:
  • Operative NVQ 2
  • Supervisor NVQ 3
  • Site Manager NVQ 6
  • Project/Contract Manager or Director NVQ 7

The levels relating to NVQs have recently changed and a level 4 became a level 6 while the level 5 became a level 7.

NVQs in construction fall into two categories:
  • Trade - These cover Wood, Trowel, Plastering, Concrete and Plant Occupations, and a range of general and specialist Construction areas.
  • Technicians - These are for technicians, managers and professionals in various disciplines in the construction industry.

Many of the professional Institutes and Institution provide seminars and Continuing Professional Development (CPD) or Continuing Professional Education (CPE) events. They offer courses of training and learning opportunities to provide knowledge and understanding within the specialism they represent and promote. This is the means by which members of professional associations maintain, improve and broaden their knowledge and skills and develop the personal qualities required in their professional lives. CPD is defined as a commitment to structured skills enhancement and personal or professional competence. You should be aware of the opportunities that are available.

Another form of training is through on-the-job training which will place the person on the job under the supervision and guidance of an experienced person who will be responsible for their training. A similar way is by allowing a person to shadow someone in order to see how they perform their duties. Although it must be stressed that in order to carry out a number of tasks a person must have completed a formal tuition course and have gained a qualification before they are able to carry out those tasks in order to comply with legislation.

Some companies will provide employees the opportunity to be seconded to another company or part of the organisation in order to gain experience in a different environment as this does have advantages for the company in that the person learns new skills and is able to relate them to the working environment though gain the experience of seeing out they work in reality.

The benefits of increased knowledge, understanding and competence and the level accomplished are largely assessed by consideration of the initial aspirations of the individual and needs of the role for which they are employed.

Certainly in order to progress within your job you will need to obtain the appropriate qualifications, knowledge and skills appropriate for the level that you wish to obtain.

Some companies will support employees with their career development and it is important that the employee displays the desired personal characteristics which will convince the employer of the individual’s commitment and enthusiasm; not only to satisfy the employee’s present role but also the potential of the employee for promotion. It is the individual’s ability to select the required personal characteristics applicable to the situation under consideration rather than display the same characteristics as a continuum, which will enhance their value to the employer.

Task  6.1.1 Training

List the types of training that can be used for site operatives explaining the type of training needed and the way that the training can be delivered.

Word Guide: 300 - 400

6.1.2 Development and training objectives

The objective of training and development is to ensure that you have the appropriately trained and qualified personnel to enable you to complete the work in an efficient and safe manner complying with all legal requirements.

In order to ensure that you have the appropriately trained personnel you will need to be able to identify the qualifications and skills that each person needs in order to be able to carry out their job role. This can involve the assessment of all personnel’s training records which tracks the qualifications that each person has enabling you to assess them for work. This is particularly important in ensuring that people are available for specific work with the appropriate qualifications to enable them to carry out a task. It also ensures that their qualifications are up-to-date and that any permits have not expired. In addition it will enable you to assist them in planning their career progression by showing what additional qualifications they will need.

As many tasks require personnel who are appropriately qualified with a current up-to-date qualification it is necessary that these are monitored within the company and that you do not have the situation where one of your operatives can not carry out a task due to their qualification expiring and many qualifications need to be renewed after a specific period. If you use someone who is no longer permitted to do that job the responsibility falls on you.

If you find that you do not have the suitably trained personnel you will need to ensure that they are obtained either through obtaining them. The way that this is done will very from company to company, in some cases you might bring it to the attention of the site or contracts manager while in others you may have to go through the office.

All training must be geared to ensuring that on completion the person can meet the objective of the training and perform in a given way in order to carry out the work to all the standards required.

Task  6.1.2 Company Procedures

Explain your company procedures to:
  • enable you to obtain an operative with a required skill
  • arrange for someone to undergo a training course.

Word Guide: 300 - 400

6.1.3 Identify and prioritise own personal development and training needs

In order to progress in your career you will need to be able to demonstrate that you are developing as a person and as a professional. This requires that you devote time and effort to the acquisition of knowledge and skills relevant to your profession. This can come from a number of areas such as studying for academic qualifications or attending academic courses, but a major contribution to this development comes from work-based learning. Though you will need to assess the skills that you currently have, look at where you want to be in a given time scale and determine the skills and qualifications you will need to get there.

This will also enable you to draft out how you see your career developing as in order to progress you will need to gain experience in a number of job roles or aspects of work. Although this will also need to consider the needs of the organisation that you work for. They should also have your interests at heart as they need to ensure they have continuity, where by as someone leaves the organisation they have someone to move up into the vacant position.

It should be stated that you should be aware of the personal skills required for the jobs you aspire to. This may involve the ability to communicate both verbally and in writing and to be able to get on with people an essential requirement in order to progress in your career.

Once you have determined what your ambitions are and the qualities and qualifications you will need to get you there you can produce a personal Development Action Plan (DAP) based on those identified needs in order to assist you to get there

6.1.4 Produce and agree a Personal Development Action Plan (DAP and Personal Development Record (PDR)

Development Action Plan

The Development Action Plan would be produced in conjunction with and agreed by your line manager, this would normally be done at your annual appraisal as in fact would the subsequent evaluation. Your line manager would assist you in the production considering your current qualifications and abilities and also the likely requirements of the organisation.

A Personal Development Action Plan (DAP) consists of three stages:

1. Review – here you will appraise your current situation and analyse where you wish to be and set time lines for the achievement. You determine and produce a profile of your current competence and the needs to attain your goal. Planning – this involves determining what is required and how it will be achieved. It will also involve setting the order for their achievement and a time scale.

2. Development Activities – Organising and carrying out the activities in order to achieve the goals set.

3. Assessing and Evaluating – on completion of each activity you will assess and evaluate it to ensure that it has achieved what it was meant to achieve. This will involve the production of a Personal Development Record to record any competence gained.

Structured Training Plan

Guidance on the requirements can be obtained from a Structured Training Plan. This is an agreed course of action which sets out the training required by individuals according to their job/position. The plan can be adopted according to the needs of the individual and the organisation; consequently it has flexibility to allow for any changes in requirements.

The advantage is that it enables individuals and employees to know exactly what is required of all the people in the organisation and how they can develop and progress, together with the qualifications they will need in order to obtain promotion.

The plan shown below was originally devised to demonstrate the options available to Highway Engineers at various points in their career development in order to progress within their chosen discipline but it could be easily adapted to other disciplines within the construction industry.

It follows the possible career path of a school leaver without significant GCSE achievement to Senior Management within a Civil Engineering discipline.

The individual may chose to which stage they wish to progress or retire from the training plan at any time; it provides a very basic plan of action.


Trainee Highway Worker

  • Construction Diploma 1
  • CSCS Card

Apprentice Road Worker - Highway Maintenance


  • CITB Apprenticeship incorporating:
  • ERR
  • Construction Diploma 2 – Highway Maintenance
  • NVQ2 Highway Maintenance
  • Key Skills
  • Specialist Unit
  • CSCS Card

Road Worker

  • Experienced Worker & National Vocational Qualification Level 2
  • CSCS Card


  • NVQ 3 Construction Site Supervision (Highway Maintenance and Repair)
  • CIOB Certificate in Site Supervisory Studies
  • Certificate in Highway Technology and Practice
  • CSCS Gold Card

Senior Agent/ Manager

  • NVQ 6 Construction Site Management (Highway Maintenance and Repair) or
  • NVQ Construction Site Management
  • CIOB Certificate in Site Management or
  • Through Career Development Programme
  • CSCS Platinum Card

Senior Manager/Director

  • Incorporated or Chartered Engineer & Career Development
  • CSCS Platinum Card

Recording Training

All training and CPD undertaken should be recorded. The form that this recording takes will vary though an example is shown below.



What you did


Why you did this

What you learnt


Task  6.1.3  Training Plan

Produce a Personal Development Plan for yourself.

Word Guide: 300 - 400

Additional Information

If you would like additional information you can visit the constructionsite unit listed in the left hand column..

Section 2. Assessing & Monitoring

Learning outcome: On completion the learner will know how to contribute to the assessment of teams and individuals against training and development objectives.


6.2.1 Assess and Monitor the performance of teams and individuals against agreed objectives.
6.2.2 Provide advice, guidance, support and encouragement to teams and individuals.
6.2.3 Develop milestones/short term targets to aid individuals and teams, reach the agreed objectives.
6.2.1 Assess and Monitor the performance of teams and individuals against agreed objectives

In the previous units we learnt about the importance of monitoring quality, time, materials and plant in order to ensure that the work was completed according to the clients’ requirements. This involved the setting of objective and ensuring those objectives were met.

The way that the work is achieved regardless of the method is through people, either working on their own as an individual or as part of a team. In order to ensure that it is carried out according to requirements it is necessary for those people to be monitored.

The process of monitoring performance looks at two things:
1. The work in order to ensure that the work being carried out is being done correctly.
2. The person carrying out the work is efficient, reliable and to determine if they need any additional training.

The way a supervisor ensures that the work is carried out according  to the quality requirements is dealt with elsewhere, so we will look at the way we can assess and monitor the performance of individuals for if the individual is performing well generally, it is correctly led, the team will be effective.

Staff Appraisals

Most companies will carry out an appraisal of staff on an annual basis. It may be called an Annual Appraisal or a Job Chat but what it does is enable the supervisor to discuss with the individual their performance and to record that officially in order that their career prospects can be monitored and guided.
To monitor and assess how your employees are performing, it's useful to set out clear objectives, ideally with quantifiable performance targets. This will help ensure your employees understand what you expect of them. This can be conveyed to them through a Staff Appraisal.

Carrying out appraisals has a number of advantages in ensuring that  the individual:
  • fits into the overall aims of the company
  • understand their aims and role within the company
  • feels valued
It enables their line manager to:
  • create standards to measure the quantity and quality of the person's work
  • assess the individual against defined objectives
  • give feedback to the individual.
  • address any problems
  • determine any weaknesses in the individual
  • find solutions - e.g. additional training
  • define medium- to long-term objectives of the individual.

The Appraisal

An appraisal is normally carried out by a person’s line manager who is likely to have day-to-day contact with the person and be aware of their performance. Many companies like senior management to see the results of the appraisal so that they are aware of any factors relating to staff.

To make the appraisal meeting as productive as possible:
  • ensure you know what the individual’s job involves
  • set aside enough time for the appraisal meeting
  • make sure the room you use is comfortable and that you won't be disturbed
  • open the meeting with positive comments
  • discuss any objectives set at the last appraisal and whether they have been achieved - make sure it's a two-way discussion
  • use the appraisal form as a guide throughout the meeting
  • when filling in appraisal forms, try not to focus solely on the recent past. It helps if you keep records of performance throughout the year, including occasions when the employee has been praised, or when problems have been addressed.
  • any criticism should be constructive
  • agree further objectives together
  • make sure the employee understands any decisions or recommendations
  • Give the individual the opportunity to discuss things with you
  • finish on a positive note

Rating performance

Performance can be rated in a number of ways though a common method is to have a list of specific qualities or elements of the job to be assessed. Then rate the employee for each element with a number from, for example, one for unacceptable to five for excellent.

After the appraisal

Place a copy of the appraisal on the person’s personal file and give them a copy ensuring all objectives are clearly set out. It is also good practice to give the individual the right to appeal if they don't agree with the appraisal.

Task  6.2.1 Appraisals
Open the Appraisal Form by clicking on the link at in the left hand column.

Complete this form as if you were completing it for yourself prior to being assessed.


6.2.2 Provide advice, guidance, support and encouragement to teams and individuals
As a supervisor you are in effect the leader of the team, so it is important that you understand the role of the leader. In order to maintain an effective team the leader must reduce tension and resolve differences. The leader must also maintain cohesion within the group, and inspire its members by making each member of the team feel important providing advice, guidance, support and encouragement and ensuring praise is given when it is due; although they must be able to censor or discipline when necessary also.

The role of the leader is to help the group achieve its objective or task, maintain its unity and ensure that each individual contributes to the group.
The ability to encourage and inspire others is a general characteristic of a good leader. This is especially important if the group is working in difficult, dangerous or adverse circumstances.
A crucial role of the leader is to ensure that all members of the team are effectively carrying out their role.
An important factor in determining success is understanding the roles and the abilities required of a leader, these are:

Leadership Styles
Leaders may also be classed as being one of the following types:

Here the leader determines all group policies without consultation. This can lead to alienation from as members perceive a ‘them and us’ culture. Leaders using this style must ensure that subordinates are able to approach them in the event of needing support.

Laissez faire

This allows complete freedom within the group as the leader does not direct effort. This produces low productivity and inferior quality. The leader might be approachable although they can give the impression of not caring.


The leader encourages and assists group members in making decisions. Productivity is high and considerable originality is shown by the group while hostility is negligible. The group also works on its own initiative though feels confident in being able to approach the leader on any matter.
In reality most site supervisor are a combination of the above styles as they need to be able to tell people what to do but also listen to advice themselves from those doing the work.
Some general advice on getting the best from people can be summarised as:
  • Take an interest in people
  • Talk to people
  • Listen to people
  • Look after people
  • Treat people with respect
  • Keep people informed
  • Get people involved
  • Ask people to do things
  • Thank them
  • Praise in public - Criticise in private
  • If you are wrong, admit it
  • Always be available to them
This subject was also looked at in Unit 5 Section 3.

Task 6.2.2 Leadership
Discuss the 12 points above relating to getting the best from people and explain, using examples, of how each will relate to managing the people you are responsible for.
Word Guide: 300 - 400

Additional information

If you would like additional information you can visit the constructionsite unit listed on the left.


Section 3. Recording Information

Learning outcome: On completion the learner will know how to document information concerning site instructions, activities and progress.

6.3.1 Need to Record Information
6.3.2 Type of information Recorded
6.3.3 Recording Formats

6.3.1 Need to Record Information

Information relating to the work on site for a contract needs to be recorded for a number of reasons. These relate to:


Tracking Work

The recording of information will be needed in order to track or confirm the materials that have been delivered and the work that has been carried out. This will be needed in order that management are aware of the current situation regarding the work and that any invoices can be checked against orders and delivery notes before they are paid. It will also relate to such things as:
  • Variations
  • Valuations
  • Sub-contract Progress
  • Programme update
  • Drawings delivered

Legal Implications

The recording of information also has serious implications from a legal standpoint. Certain registers need to be kept in order to show that safety checks have been carried out according to the legal requirements i.e. scaffolding inspection. Documentation will be needed to show that safety checks and audits have also been carried out.


Source of Feedback

It is a source of feedback on how the job went. This relates to the work in relation to how it was carried out, any problems that occurred and the effect that this had. This will also relate to the financial aspects which has implications on the profit or loss for the job. Knowing if the amount of materials ordered was correct provides important information for the estimators but also if two much was ordered can have an effect on the wastage and profitability of the contract.

Recording the materials delivered and used provides financial information to enable the profitability of the contract to be assessed and to confirm that the appropriate amount of profit was obtained.

The performance of sub-contractors will determine if they are to be used again in the future. If they are not performing a record needs to be kept in order to provide information to the person responsible for engaging sub-contractors. Anyone not delivering according to requirements must be recorded and highlighted to decision makers.

Task  6.3.1 Recording Information

Discuss the implications that could result if documentation is not completed correctly and retained.

Word Guide:  300 - 400

6.3.2 Type of information Recorded

The type of information recorded will generally fall into one of the categories below and these may be related to:
  • Site Instructions
  • Work Progress
  • Work Quality
  • Work Cost
  • Environmental Conditions
  • Work Disruptions
  • Legal Requirements and Obligations

Site Instructions

Any instructions you receive will need to be recorded in order to ensure that the work is official and comes from someone with the authority to determine the work that is to be done. In many cases this will involve the issue of some form of written instruction which will need to be acted upon and then passed to the office as it may have financial implications. You may be required to justify why work was undertaken and show who issued the instruction for it to be done and it is always better to have some form of authority in writing.

Work Progress

The progress of the work will be recorded so that it can be compared to the programme. This is necessary to ensure that work is on schedule and that management and the client is aware of the progress of the job and that any variations can be determined at the earliest possible time. It will also keep a record of any delays which may qualify and justify the request for extensions of time.

Work Quality

It is common procedure to carryout checks on the work that is completed to ensure that it meets the quality requirements. The recording of any work which does not meet those quality standards must be recorded and the recommendations of actions that must be carried out. This is recorded in order to ensure that it is not forgotten or not rectified. The recording provides a system where all quality matters are resolved.


Work Costs

The recording of all costs is essential to enable the profitability of a project to be assessed but also to ensure that all costs are allocated appropriately.

Environmental Conditions

This relates to any special factors relating to the site and the measures that need to be implemented. These may relate to such things as: noise, waste, vibration, weather, air and ground contamination.


Disruptions to Work

Any disruptions must be recorded, these include such things as non delivery of materials, labour problems, plant or equipment problems, holdups due to inclement weather, non delivery of drawings etc.

Legal Requirements and Obligations
The recording of all factors relating to the legal requirements or obligations must be kept, this will relate to a number of factors which include:
  • Building Control
  • Notification of H&SE
  • Permissions to close Highways
  • Safety Audits
  • Registers i.e. scaffolding, excavations.

Task  6.3.2 Types of Information Recorded
Using the headings discussed in the section above, list the types of information that will need to be recorded.

Word Guide:  300 - 400 


6.3.3 Recording Formats

One of the tasks of the site supervisor is to record essential site information, which can subsequently be actioned by the supervisor or other persons. The information may be in:
  • Diaries (official or unofficial)
  • Notes
  • Sketches
  • Programmes
  • Budgets
  • Reports
  • Official proformas

The format used to record the information will vary according to the type of information and whether it is official or unofficial. If it is official it will be recorded in documents such as a site diary, although it is good practice to record all events in the diary which you might need to justify or refer to in the future.

Notifying other people of events or providing information can be done through emails, memos or notes. Emails that the advantage in that a precise record is kept of who was informed of what and when that happened, making it easy to retrieve that information if required.

We looked at programmes in a previous unit and learnt how information on the progress of work can be recorded on the programme by the insertion of a bar under the planned timings to record the actual start and finish times.

On site we are required to keep certain registers to show that we have carried out specific checks i.e. Scaffolding Register: This is a requirement which must be maintained.

A number of other formats are used to record specific information i.e. Day works, these in many instances use some type of form to enable the information to be recorded. Forms - are used to:
  • Inform
  • Notify
  • Request
  • Instruct
  • Advise
  • Report

  • They allow clear transfer of and recording of information and simplify the transfer of information.
  • Having a standard format ensures that all relevant information is conveyed and that nothing is omitted.
  • Allow ease of recovering and the extraction of information.
  • It also ensures that all similar information is bunched together to provide information relevant to a certain topic i.e. Material Requisitions, Variations.

Financial Recording

As a supervisor it is essential that you ensure that all factors relevant to financial information are recorded in order that the appropriate financial tracking can be carried out. This will require the recording of all factors which have a cost. These will relate to the labour used on the project and the times that they were on site, all materials that are delivered to site and the time of any plant or equipment. It will also relate to any additional costs such as the provision of services or facilities.

Task  6.3.3  Recording Formats

Briefly explain the ways that can be used to record information of events on site.

Produce a list of situations in which a form could be used, why forms could be used and what information they should convey.

Word Guide:  300 - 400

Task  6.3.4 Reflective Account on Unit

Produce a reflective account on what you have learnt in this unit and how it has been of use to you. You should consider what you have learnt; how you have put this into practice and the benefits it has brought to you and your organisation. You can state examples or incidences as a means of illustration.
Word Guide:  800 - 1000 


Unit Complete
You have now completed Unit 6, and you should complete the assignment and send it to

When submitting your assignment you should ensure that it meets all the requirements set out on the Submitting Assignments page, which is accessible from the Student Area or towards the top of the column at the left of this page.

If it does not conform in all respects it will be returned to you and not sent for assessment resulting in delay. ALL questions must be answered in your own words. Any indication of plagiarism will mean that the assignment will fail and be returned to you.

You will be notified as soon as it has been assessed, which will then enable you to continue.
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