Conceptual Planning Process for Electrical Construction

The competitive nature of the construction industry has motivated many specialty contractors to search for ways to improve efficiency by increasing their quality and decreasing their costs in order to strengthen their market share. As a result, contractors are turning to “better planning” as a method for improving their efficiency and, consequently, increasing their profitability. In fact, a consensus exists in the construction industry that more formalized preconstruction planning is necessary to remain successful in an increasingly competitive industry. This paper presents a model electrical preconstruction planning process that was crafted from outstanding processes used on several successful electrical projects. Furthermore, a method to evaluate the effectiveness of planning, by comparing actual planning to the model process, is briefly introduced. From this assessment, “effective planning” was correlated to project outcome, and evidence is provided that better planning is, indeed, related to successful performance.     

Factors Affecting Absenteeism in Electrical Construction

Construction contractors continue to be faced with the challenge of improving productivity in order to remain successful in an increasingly competitive industry. One factor that contributes to lower productivity is absenteeism. Yet, little is known or understood about the reasons electricians miss work, and very few studies have been conducted on absenteeism in the construction industry. As a positive step to reduce the problems associated with voluntary and involuntary absences, a study was initiated to identify why workers miss work and what steps should be taken to minimize absenteeism. The main objectives of the study were to learn the reasons for absenteeism and to quantify the impacts so that solutions can be developed to help contractors improve their productivity. The study determined that managers and electricians agreed that illnesses and medical appointments were two common reasons workers missed work. However, managers also believed workers were absent because of a lack of interest or irresponsibility, while electricians reported injuries and unsafe working conditions as reasons for missing work. Furthermore, a quantitative analysis of the data revealed that when the absenteeism rate was between 0 and 5%, there was no loss in productivity. However, when the absenteeism rate was between 6 and 10%, a 24.4% loss in productivity was experienced. By understanding what causes electricians to miss work, and the effect of absences on productivity, a company can manage and control absenteeism on electrical construction projects.     

Developing an ARIS-House-Based Method from Existing Information Systems to Project-Based Enterprise Resource Planning for General Contractor

In recent years, general contractors in the construction industry have gradually begun to implement a system called enterprise resource planning (ERP). During the ERP implementation process, contractors performed required analyses on daily operation functions demanded by the enterprise. The analyses focused on function mapping to ensure that ERP satisfies all the requirements, including the functions of existing information systems, and meets future requirements. The process of function mapping in the construction industry typically involves a series of lengthy and time-consuming meetings, and face-to-face discussions; systematic analysis procedure was lacking. This research will propose a novel function mapping approach, the Architecture of Integrated Information Systems (ARIS)-house-based (AHB) method, to enhance the effectiveness of meetings and improve the efficiency of discussions. In addition, AHB method will use the structure of ARIS-house diagram to guide the function mapping process, streamline existing information systems, meet future requirements, and successfully implement ERP. Finally, this research will use a case study to verify the effectiveness of the AHB method for contractor to implement ERP.     

Enterprise Resource Planning for Construction Business Management

Enterprise resource planning (ERP) was originated in the manufacturing industry. It provides a general working environment for an enterprise to integrate its major business management functions with one single common database so that information can be shared and efficient communications can be achieved between management functions. This paper first briefs the ERP technology, its origin, and its current development in general. Based on the needs of running a construction enterprise, ERP shows its potential for the construction industry. However, the unique nature of the industry prevents a direct implementation of existing ERP systems, which are primarily developed for the manufacturing industry. This paper underlines the importance of the establishment of the basic theory for developing construction enterprise resource planning systems (CERP). A CERP must address the nature of the general industry practice. Fundamental features are identified and discussed in the paper. A three-tiered client/server architecture is proposed, with discussions on the functions and major components of each tier. Needed research issues are discussed, including CERP architectures, project management functions, advanced planning techniques, standardization of management functions, and modeling human intelligence. Construction management examples are incorporated into the discussions.     

Improved SWOT Approach for Conducting Strategic Planning in the Construction Industry

Strength, weakness, opportunity, and threat (SWOT) analysis has been in use since the 1960s as a tool to assist strategic planning in various types of enterprises including those in the construction industry. While still widely used, the approach has called for improvements to make it more helpful in strategic management. The project described in this paper aimed to study whether the process to convert a SWOT analysis into a strategic plan could be assisted with some simple rationally quantitative model, as an augmented SWOT analysis. By using the mathematical approaches including the quantifying techniques, the “maximum subarray” method, and fuzzy mathematics, one or more heuristic rules (HRs) are derived from a SWOT analysis. These HRs bring into focus the most influential factors concerning a strategic planning situation, and thus inform strategic analysts where particular consideration should be given. A case study conducted in collaboration with a Chinese international construction company showed that the new SWOT approach is more helpful to strategic planners. The paper provides an augmented SWOT analysis approach for strategists to conduct strategic planning in the construction industry. It also contributes fresh insights into strategic planning by introducing rationally analytic processes to improve the SWOT analysis.     

Capturing Knowledge in Construction Projects: Knowledge Platform for Contractors

Managing knowledge effectively is critical to the survival and advance of a company, especially in project-based industries such as construction. However, capturing knowledge in construction projects is a tedious task, as knowledge is usually experience based, tacit, and hard to pass on to others. In this study, a survey was carried out among eight leading Turkish construction contractors that are operating within the international construction market. The specific objectives of this survey are to find out how the tacit and explicit knowledge are captured, stored, shared, and used in forthcoming projects, as well as major drivers and barriers for knowledge management. Based on the survey, it was determined that most of these firms do not have a knowledge management strategy and a systematic way of capturing and storing tacit knowledge. A conceptual framework is proposed to formalize the knowledge-capturing process within construction companies. To demonstrate how the conceptual framework can be implemented in practice, a Web-based system, namely, Knowledge Platform for Contractors (KPfC) is presented. It is hypothesized that KPfC can be used to manage both tacit and explicit knowledge effectively in construction projects.     

Construction Production Planning

A new branch of optimization, Optimal Control Theory, is used as a computational method to formulate and solve construction production planning problems. An example of the literature, Griffis' application of queueing theory to determine the optimal number of trucks to perform an earthmoving job, is used. It is shown that under the presence of weather varying conditions, optimal production rates may be time varying. A feedback solution is found. The implications of such solution are discussed. A simulation is performed to compare the use of varying and constant production rates.     

Enhancing Financial Success Among Electrical Contractors

This paper provides electrical contractors with significant information related to enhancing company financial performance. The methodology involves understanding the determinants of contractor financial success through: (1) an extensive literature review; (2) collection of financial- and management-related data from electrical contractors; and (3) analysis of data to identify management trends that are more prevalent in profitable firms. Ninety-six usable responses were collected from small, medium, and larger electrical contracting companies. General trends reveal that more profitable firms place greater emphasis in the areas of certain management initiatives (higher lines of credit and supporting continuing education), marketing initiatives (involvement in formal alliances and partnering), and technology initiatives related to spending more capital resources on computers and software. Significant differences are revealed with financial ratios as well. A Financial Success Scorecard is created for firms to compare their management inputs to those of successful firms. Findings from this study could provide helpful guidelines for nonelectrical contracting firms. Recommendations for achieving future financial success are also provided.     

Contractor Prebid Planning Principles

Planning is an essential function of project management. Yet, many small- and medium-sized contractors do a relatively poor job of operational planning. Better prebid plans will reduce costs, shorten schedules, and improve labor productivity. Unfortunately, the published literature offers little guidance for smaller contractors on what constitutes effective planning. Most papers describe planning as a macrolevel process for owners. Most emphasize scope definition for industrial projects. This paper describes a microlevel planning process for contractors. It consists of eight steps which are: (1) assess contract risks; (2) develop a preliminary execution plan; (3) develop site layout plans; (4) identify the sequences that are essential-to-success; (5) develop detailed operational plans; (6) develop proactive strategies to assure construction input into design; (7) revise the preliminary plan; and (8) communicate and enforce the plan. The entire process is illustrated with a case study project and is fully illustrated with figures which show how to integrate the work of multiple contractors, keep key resources (crews or equipment) fully engaged with no downtime, provide time buffers so the work of follow on crews can be efficiently done, expedite the schedule using multiple work stations and concurrent work, ways to communicate the work plan to the superintendent and foremen, and how to assess the feasibility of various work methods. The steps are easy to understand and implement. They will yield immediate positive results.     

Performance Evaluation of Construction Enterprise Resource Planning Systems

To successfully evaluate investments related to integrated information management in the construction industry, causal loop diagramming was used to depict the qualitative system dynamics model for the study of the dynamics of construction enterprise resource planning systems (C-ERP). With the aid of system dynamics principles, together with literature review and two case studies, the major variables that influence the successful evaluation of C-ERP in the construction industry were evaluated. The major variables identified were validated with data from a survey. The validation procedure quantified associations between variables and perceived benefits from C-ERP stakeholders of construction-related firms. The model described in this paper aims at providing a holistic understanding of the C-ERP dynamics in construction. With this model, researchers and industry practitioners can develop an insight into C-ERP investments in practice.     

Implementing Radio Frequency Identification in the Construction Process

This paper provides construction industry owners and contractors with information about enhancing their operations using radio frequency identification (RFID) technology. Radio frequency identification involves the use of tags, or transponders, that collect data and manage it in a portable, changeable database; communicate routing instructions and other control requirements to equipment; and can withstand harsh environments. A construction industry-RFID supplier workshop was held to disseminate information about this technology and to generate suitable application ideas for the industry. With the information gathered during the workshop, one application idea was selected and pilot tests conducted to learn more about RFID and its applicability to the material procurement process on a construction site. The pilot tests showed that RFID tags reduced the time required to download data into a company’s material tracking system and could “flag” an item so an entry was not repeated. When scanning the tags, sun glare was not a problem as compared to using bar code labels. Although further analysis is necessary, RFID did show promise of being a beneficial technology as it relates to the materials receiving process. A flowchart is provided to assist contractors and owners in selecting the appropriate RFID system.     

Exploring Coordination Goals of Construction Projects

Effective coordination has been regarded in both theory and practice as a critical factor of success in construction projects. Previous coordination studies have focused on the time spent on coordination, its frequency, and its relationship with performance. However, coordination goals have received less attention, and their relationships with coordination methods and performance are not known. This paper studies coordination methods and goals for construction projects to identify what coordination goals are adopted and to what extent goals are achieved. In the research process, eight coordination methods and six goals were derived. A questionnaire was designed accordingly and sent to seven contractors for survey. Follow-up interviews were conducted with three or four managers and engineers from each contractor. The analysis results indicate that most coordination methods have multiple goals; written coordination methods such as plans, schedules, reports, and contract documents tend to have appropriate goals; and projects performed well by using coordination methods effectively to achieve the coordination goals.     

Perceptions of Construction Professionals Concerning Important Skills of Effective Project Leaders

The purpose of this study was to identify the most important skill of an effective project leader as perceived by the significant actors in the construction industry. A total of 120 questionnaires drawn from six construction-related professionals, comprising architecture, building, civil engineering, mechanical and electrical engineering, estate surveying, and quantity surveying were collected and used for the study. These professionals were employed in clients’ organizations (N = 40), consultancy firms (N = 48), and contracting firms (N = 32). Frequency counts of the responses were computed, from which the mean item score for each skill was calculated to obtain the relative importance index. The relative importance indices were then ranked from the highest to the lowest for the clients, the consultants, the contractors, and the weighted average. The results showed that the most important skill is decision making for the client and for the three groups combined. The consultants agreed that leadership and motivation is the most important skill for the project leader. This is followed by decision making. The contractors ranked communication as the most important skill of an effective project leader. In the overall analysis, there is no significant difference in the perceptions of the three significant actors regarding the ranking of the skills. The implications of these findings for practice and research are analyzed and discussed, herein.     

Cumulative Effect of Project Changes for Electrical and Mechanical Construction

Change is inevitable on construction projects, primarily because of the uniqueness of each project and the limited resources of time and money that can be spent on planning, executing, and delivering the project. Change clauses, which authorize the owner to alter work performed by the contractor, are included in most construction contracts and provide a mechanism for equitable adjustment to the contract price and duration. Even so, owners and contractors do not always agree on the adjusted contract price or the time it will take to incorporate the change. What is needed is a method to quantify the impact that the adjustments required by the change will have on the changed and unchanged work. Owners and our legal system recognize that contractors have a right to an adjustment in contract price for owner changes, including the cost associated with materials, labor, lost profit, and increased overhead due to changes. However, the actions of a contractor can impact a project just as easily as those of an owner. A more complex issue is that of determining the cumulative impact that single or multiple change orders may have over the life of a project. This paper presents a method to quantify the cumulative impact on labor productivity for mechanical and electrical construction resulting from changes in the project. Statistical hypothesis testing and correlation analysis were made to identify factors that affect productivity loss resulting from change orders. A multiple regression model was developed to estimate the cumulative impact of change orders. The model includes six significant factors, namely: Percent change, change order processing time, overmanning, percentage of time the project manager spent on the project, percentage of the changes initiated by the owner, and whether the contractor tracks productivity or not. Sensitivity analysis was performed on the model to study the impact of one factor on the productivity loss (%delta). The model can be used proactively to determine the impacts that management decisions will have on the overall project productivity. They may also be used at the conclusion of the project as a dispute resolution tool. It should be noted that every project is unique, so these tools need to be applied with caution.     

Formalism for Construction Inspection Planning: Requirements and Process Concept

Inspectors currently do not have adequate planning support to prevent inefficient or overlooked inspections and undetected defects. Underlying this problem is the lack of a planning formalism for specifying inspection goals and for developing and selecting inspection plans. This paper discusses the requirements for such a formalism. We describe sources of inspection knowledge and approaches for planning in general and for inspection planning specifically. We then describe a set of requirements for the representation and reasoning needed to support the use of available inspection knowledge to assist inspectors in the processes of creating sets of inspection plan alternatives and reducing that set to a smaller set of inspection plans for a given project.     

PDM++: Planning Framework from a Construction Requirements Perspective

Construction requirements represent the key preconditions for construction. These include topological precedence, key resources, space requirements, etc. Consequently, identifying them is necessary for feasible construction planning to be achieved. Despite this, little attention has been given to the impact of construction requirements on a project schedule, possibly because of the lack of a good tool for representing these requirements. This paper distinguishes construction requirements into static and dynamic types, according to changes in the need of the requirement during its life cycle. A modeling framework, PDM++, is then proposed. The framework deals with schedule constraints arising from both static and dynamic construction requirements, provides greater semantic expression to capture schedule constraints unambiguously, and facilitates the representation of interdependent conditional relationships. The concept of meta-intervals is also devised to represent complex requirements involving several activities and schedule constraints, and it facilitates modeling at higher levels of plan abstractions. Finally, an illustrative case study is presented to show the applicability of PDM++ in representing schedule constraints and alternative scheduling from a construction requirements perspective.     

Authority Structures for Construction Project Management

Many practitioners believe that how one organizes to support a major construction project will have a significant impact on the successful completion of the project. This paper provides a primer on authority structures. The basic corporate organizational forms are described and construction examples are given. The basic authority structures for project management are also described. These forms are the functional, pure project, and matrix. For each form, the advantages and disadvantages as they relate to the project manager's ability to support the project are cited. Nine factors that influence the choice of authority structure are discussed. The role of the project manager is described. His effectiveness as a manager is related to the organizational form, hierarchy within the organization, authority gap, management style, and the ability to resolve conflict. Six principles for developing a project organization and selecting a project manager are given.     

Duties and Responsibilities of Construction Managers: Perceptions of Parties Involved in Construction

This paper reports the findings of a study conducted by researchers at Illinois Institute of Technology under the direction and supervision of the ASCE Committee on Management Practices in Construction to investigate the expectations of the parties involved in the construction process, including designers, owners, general contractors, subcontractors, construction managers, and educators, relative to construction managers’ duties. The findings suggest that while there is some consensus among parties to a construction project relative to CM duties particularly in the construction phase, there is also some disagreement, most of which appear to be between contractors and designers. Most disagreements are related to CM duties performed in the bidding and postconstruction phases of projects.     

Communication Patterns in Construction at Construction Manager Level

The procurement process of construction projects has been affected by developments in the field of Information Technology, as well as by the need to cope with growing technological challenges stemming from the integration of multiple building systems into tall and complex buildings. Furthermore, since the procurement phases are undertaken simultaneously, project complexity is increased, and increased integration among them is therefore required. These constraints have made the management of complex construction projects less of an architectural and engineering issue and more of a managerial one. In turn, this has led to an increasing use of the “construction management” concept in the procurement process. This study focused on communications in construction management procurement of building and residential projects in Israel. Communications between the construction manager and the design team were found to be vital in ensuring adherence to project objectives. Communication means were classified as “formal”—written technical information, and as “informal”—verbal communications. Construction managers in Israel still use informal communications in 50% of their interactions with their project counterparts. The study concludes that design capabilities should be one of the essential qualifications required of a construction management firm. In addition to the more traditional responsibilities, such as planning, scheduling, and coordination, the scope of the construction manager’s professional duties should emphasize the aspect of quality management.     

Effects of Organizational Supports on the Stress of Construction Estimation Participants

Forecasting the likely cost of construction work before tendering is known as to be a hazardous task. Both underestimates and overestimates may present problems to clients and contractors. Not surprisingly, cost-engineering activities can be stressful for those responsible. Coping with the stresses requires action on the part of the individuals affected and the organizations to which they belong. This paper examines the effect of organizational supports in the process of project estimation through a survey of construction estimation participants in Hong Kong. Using correlation analysis and regression analysis, it is found that: (1) the stressors of autonomy and feedback are directly related to the stress experienced by cost engineers; (2) informal organizational supports (particularly concerning relationship conflict, Type A behavior, work underload, lack of autonomy, and unfair rewards and treatment) are far more effective than formal supports in reducing stress; and (3) lack of autonomy and lack of feedback are predictable variables affecting stress. Cost-engineering managers and supervisors need to carefully distinguish between those who prefer hands-on support and those who prefer hands-off support. A good communication and team decision-making process and a fair reward and treatment system may help establish close relationships among cost engineers in a company and ensure sufficient autonomy to cost engineers and the participants in the estimation process.