Dr f Dejahang (BSc CEng, BSc (Hons) Construction Mgmt, MSc, MCIOB, PhD)

057CONSTRUCTION PRODUCTIVITY (MAJOR INFLUENTIAL FACTORS)

RESEARCH MODEL

(Process model productivity on site)

Organisational Factors

Contract management

Finance

Etc

PROJECT WORK ENVIRONMENT

Pre-construction Activities (1) D1. Client brief D2. Project objectives D3. Specification D4. Design/build-ability D5. Contractual arrangement D6. Planning D7. Scheduling D8. Estimating

Site/Project Manager (2) Characteristics D9. Experience/capability D10. Leadership style D11. Authority/influence D12. Goal commitment D13. Involvement

Labour (6) Characteristics D39. Subcontracting

Labour D40. Direct labour

Management (3) Factors D14. Clarity of tasks D15. Team work D16. The style of management D17. Safety management

Management (4) System D18. Planning D19. Communication D20. Controlling D21. Co-ordinating

Resource (5) Management D22. Labour selection D23. Labour control D24. Material selection D25. Material handling D26. Plant D27. D31. Waste on site D32. D38. Delay and Disruption on site

Motivating Factors (7) D41-D46 Hygiene Factors D47-D55

P R O D U C T I V I T Y

Project Performance Time Cost Quality Safety

Job Satisfaction

Effort Rewards

Ability and Skill of worker

CONSTRUCTION PRODUCTIVITY

MAJOR INFLUENTIAL FACTORS The main areas pertain to: Managerial Technological Social factorsThe crucial factors, which have a majoreffect on construction productivity, canbe divided into two main areas: internal factors external factors

CONSTRUCTION PRODUCTIVITY

Productivity

ManagerialFactors

Technologicalfactors

Social Factors

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

Internal factors The construction site productivity is

directly under the influence of the site managers and project manager.

often, project managers and site managers are task orientated;

their concern is to finish the project on time and within budget;

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

Project mangers or Site mangers with poor communication, human relations will not be able to lead their team.

Managers must be able to motivate workers.

It is important for managers to have both professional and academic qualifications.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

Managers should have a number of basic characteristics in their approach to a project, such as:

accuracy determination initiative integrity loyalty resourcefulness self-confidence and a balanced

temperament

FACTORS INFLUENCING THE EFFECTIVENESS OF CONSTRUCTION SITE MANAGERS

What caused the change?

Eliminate changes No changes

within the project

Good Communication

Project Manager’s Success

Clear objectives & scope

Standardisation Break project to sub projects

Individualism

Full control on site

Communication at all levels

Use key successful factor for future jobs as standardisation i.e. Completion on time within budget.

Use project plan as working document.

Project Manager’s success (adapted from Clarke, 1999)

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

In the past construction projects were delivered in the traditional way where by design was separated from construction.

The separation of design and construct can affect productivity if there is delay in taking design changes or drawings to the contractor.

In these circumstances, site labour force and plant become idle resulting in site productivity decline.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

THE ROLE OF PROJECT MANAGEMENT TEAM

The prime aim of the management team is to minimise construction costs and meet all Key performance Indicators (KPI’s).

This can be achieved if resources are used in most effective way.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

As a result, many techniques have been introduced to assist mangers in managing resources more effectively.

The construction management team is also responsible for improving the construction industry’s competitiveness.

both in the domestic and international market.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

Project management involvement begins at the design stage.

All decisions taken at the design stage must be directed towards achieving the client’s expectations for:

Cost Quality Time Full satisfaction

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

The construction work must be handled in such a way that it is completed on time within the set budget.

At any time, several design teams are involved in the design stage of a project.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

The teamwork amongst design team will reduce design change.

A good management team can reduce variation to the original plan.

Following a design change: the site labour force; and plant become idle resulting in

site productivity decline.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

Project managers are also responsible for choosing the right contract for the right project.

The right choice of contract is an important part of the project management decision-making process.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

Reducing the time required to deliver a project is one way of improving competitiveness.

Network Programming allows managers to reduce time.

The implementation of construct-ability can reduce the scheduled time for a project by up to 30% without any extra cost to the project.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

The main responsibilities of project managers are:

in reducing cost; maintaining high quality work; reducing waste; reducing delays; Etc.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

PROJECT MANAGEMENT EFFECTIVENESS The project management’s

effectiveness is about having the power to produce good results.

Management effectiveness is influencedby several factors such as: education; training and experience- help project

Managers to develop their knowledge and skill.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

The project Manager’s familiarity with their working environment and team members.

This determines a project manager’s approach in dealing with the activities on site.

The project manager’s managerial behaviour is influenced by:

company rules and regulations.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

Poorly performing projects are causedby: Disruption; site congestion; sequencing (events following each

other in a successive way); lack of availability of material;

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORDS

Also, site management; worker’s skills; the motivation of workforce; quality of engineering;work environment.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

The effectiveness of the site managerdepends on several factors.1) Personal factors such as: the manager’s age experience qualification style of management membership of professional body etc.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTOR

2) Job related variables such as: salary job satisfactionjob security All of which may influence the sitemanager’s motivation.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

project variables are defined as: building type; project size; Duration; construction methods and complexityof the project.organisational variables such as: the size of the company; site engineers’ level of authority.

CONSTRUCTION PRODUCTIVITY AND MAJOR INFLUENTIAL FACTORS

Also, External factorsExternal factors include: characteristics of the industry client participation inclement weather economic climate

What are the impact of variables such as personal factor, job related variables, project variables

and organisation variables and their effect on site managers’ performance.

Effectiveness of Construction site managers Mustapha and Naoum (1997)

The effectiveness of the site manager depended on several factors, namely:

Job variables (2)

Project variables (3)

Organisational variables (4)

Environmental variables (5)

Personal variables (1)

Actual performance

(a)

Pre-set standards

(b)

Effectiveness -identify gap between a & b Objective measure Time overrun Cost overrun Subjective measure Assessment of Direct boss

Typical adverse material management (Thomas et al, 1989)

Poor organisation of storage area on site

Extensive multiple

handling of materials

Material badly stored or marked

Poor House Keeping

Wastage on Site

Access to storage area

obscured by debris

Lack of planning of material deliveries

Lack of co-ordination

between the time of

deliveries and erection.

Remobilization and re-

familiarisation after a lengthy

delay.

Running out of materials

Lack of anticipation

about material

shortage

CONSTRUCTIONPRODUCTIVITY

SocialManagerialTechnological

Internal factors

External factors

Project managementeffectiveness

Reducing cost,Maintaining high

quality work,Reducing waste,Reducing delays,

Disruptions,Site congestion,etc

The Concept of Economic ManSocial man

The motivation of workforce,Work environment,

etc

National & Internationalcompetitors,

Weather,Client participationEconomic climate,

contractual relationship

Impact of newtechnology,MachineryInnovation