Construction Management Program

The typical limitations of the existing construction management programs are the lack of an integrated approach to managerial decisions in real life construction environment, not enough emphasis on engineering design, construction methods and communication skills, and poor coordination between the undergraduate and the graduate studies. An effective construction management program should. integrate teaching on undergraduate and graduate levels and research. On the undergraduate level it should provide the students with a good insight into all managerial tasks in civil engineering projects. On the graduate level it should allow specialization in the various areas of interest both to the practicing engineers and also to students who wish to pursue an academic career. The program should strongly interact with research and engineering practice.     

Interface Management within Construction: In Particular, Building Facade

This paper discusses the need for interface management within construction, with particular reference to building facade interfaces. It categorizes the three different types of interface management—physical, contractual, and organizational. The implication of interface management in construction contracting is discussed; it is explained how the U.K. procurement trends have changed, affecting the interface management within projects. U.K. cladding procurement is very fragmented, and the paper maps the development of a typical cladding system showing the complexities of interface management. Finally, the paper discusses CladdISS, a U.K. government funded research project to develop a standardized strategy for the design and management of window and cladding interfaces. It explains the principles of CladdISS with reference to process maps, action plans, management strategy, bibliography, advice on standards, materials, maintenance, joints, movement, and tolerances. This will enable strategies to be developed to avoid the endemic interface problems occurring on-site. It will also guide the management of the interfaces throughout the project.     

Construction Site Management Team Working: A Serendipitous Event

Despite the pervasive appeal of team working in the construction industry, the empirical relationship between team effectiveness and task performance continues to be generally overlooked. Recognized team performance appraisal remains one of the last frontiers of performance management. This paper sets out to challenge the conventional discourse of team working and test the hypothesis that construction site management team working and project performance is unrelated. The explanatory case-study research method utilizes a variety of data-gathering techniques. An attitude statement questionnaire evaluates team efficacy. A customized suite of key performance indicators sympathetic to project performance is used to measure project success. Statistical examination of the data demonstrates a marked correlation between the two variables. Although the results authenticate the universally acclaimed wisdom; teams and performance are inextricably linked, secondary analysis expose widespread contradictions between the rhetoric of team working and the action of practice. Obstacles to team working include management indifference towards substantive team building, organizational barriers to communication, and the absence of team rewards. A paradigm of individualism predominates, abetted by organizational structures and cultural subsystems that uphold individual answerability at the expense of collective responsibility.     

Process and Case Illustration of Construction Innovation

This paper describes the major stages and component steps leading to the realization of the technical and commercial potential of a new construction technology. It encompasses a process of innovation and invention, which is generically applicable to any construction innovation. A case illustration of a new asphalt compaction technology is also described within each stage to provide a “real life” example. Motivation for the new technology came from the fact that existing, conventional rollers can cause serious damage to the compacted asphalt mat at the time of construction. This damage is in the form of construction cracks, often termed “roller checking,” which can result in accelerated, in-service deterioration. The new technology originally termed the “Asphalt Multi Integrated Roller” (AMIR), overcomes the problems of current rollers through stiffness compatibility with the asphalt mix and a different geometry than conventional rollers. Commercial realization of the technology has been achieved through a new generation of AMIR, termed “HIPAC.” The paper also provides background on the issues of concern to pavement engineers, including limitations of current compaction methods. It explains in functional terms the unique difference provided by the new technology. As well, it describes the major hurdles that were overcome to achieve commercial realization.     

Construction Process Reengineering by Integrating Lean Principles and Computer Simulation Techniques

A construction process reengineering framework and its corresponding methodologies have been developed by integrating lean principles and computer simulation techniques. Instead of classifying activities into value-adding and non-value-adding activities, or into conversion and flow activities as is common in lean production practices, this framework classifies activities into main and supportive activities and/or into normal and interactive activities. This classification makes it more effective in modeling the construction workflow and reengineering the construction process. It also avoids the confusion of the classification of activities into value-adding and non-value-adding activities encountered in the construction industry. In addition, computer simulation techniques are incorporated into the framework to virtually simulate and assess the efficiency and effectiveness of the reengineered construction process that is achieved based on lean principles. Simulation makes it easier to quantify and assess the effectiveness and efficiency of the reengineered construction process.     

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.     

Total Quality Management for Construction

Traditional approaches to quality control in the construction industry are inadequate and should be replaced with the Total Quality Control concept implemented through the Quality Control (Q.C.) Circle as developed in Japan and currently in wide use throughout the manufacturing industry. The term “total quality control” is defined, and four total quality control principles are set forth on the basis of this definition. The evolution of quality control is traced from the nineteenth century to today to explain the decline in quality standards and to illustrate the need for a new approach. Unique characteristics of the construction industry are described as they relate to the Q.C. circle concept. Implementation of this concept will result in higher quality, lower costs, and increased productivity in the construction industry.     

浅析建筑工程安全管理

针对目前建筑工程市场安全管理情况,分析所存在的问题,并提出相应的建议与对策。     

Analytic Network Process Applied to Project Selection

Owing to the complexity of a construction project, the analytic network process (ANP) is helpful to deal with interdependent relationships within a multicriteria decision-making model. This paper demonstrates an example to illustrate how to empirically prioritize a set of projects by using a five-level project selection model. A questionnaire was filled by a group of construction professionals of a medium-sized local developer and scores were computed for prioritizing the potential projects. The paper is relevant to both industry practitioners and researchers. Industry practitioners may adopt the weighted criteria for direct project selection or apply the ANP method to prioritize their own set of selection criteria. Researchers may rely on this paper as a point of departure for exploring other uses of ANP.     

Problem-Based Learning Approach to Construction Management Teaching

This paper describes construction management teaching for the Master of Engineering in civil engineering course at the University of Glasgow in the United Kingdom. This course is a 5-yr undergraduate degree accredited by the Institution of Civil Engineers for membership in the Institution subject to graduates satisfying the appropriate postgraduate training objectives. Construction management teaching takes place in the third, fourth, and fifth years of the degree and is structured to make effective use of both traditional and problem-based learning teaching methods. Examples are given of two problem-based learning courses used in the fourth and fifth year of the degree course. Both are based on complex construction projects and provide students with the opportunity to apply and synthesis knowledge gained on the traditionally taught third year course. Formal feedback from students and informal feedback from local industry suggests that the courses are meeting their overall objective of producing graduates with relevant knowledge and skills in construction management.     

Modeling the Construction Management Process to Support Situational Simulations

Construction managers are decision makers who administer nontrivial processes. The replacement of highly experienced construction managers and other construction professionals is a laborious process for the industry. This paper introduces a conceptual framework for the construction management practice that serves as the foundation for the development of situational simulations. Situational simulations are temporally dynamic clinical exercises with the objective of exposing participants to rapidly unfolding events and the pressure of decision making. The application of situational simulations provides construction managers and other decision makers the opportunity of experiencing and responding to risky events without endangering the success of real projects, further enhancing their decision-making skills. The construction management conceptual framework includes a process, a product, and an information model. The analysis of a basic mathematical representation of the process model is the focus of this paper.     

Construction Management: MARTA in Retrospect

The Metropolitan Atlanta Rapid Transit Authority (MARTA) System is a heavy rail, rapid transit system superimposed on the existing fabric of the Atlanta urban area. The MARTA program presented a unique opportunity to assess changes in the construction management process during a major project characterized by repetitive type contracts and a stable management group. A contract packaging approach was used to break the contract work into biddable packages, large enough to attract major national construction contractors, but small enough to provide real competition. A claims review board was established to process contractors' claims expeditiously. A list of practical management suggestions, compiled as a result of the experience gained from the MARTA construction management program, is included.     

Evaluating Construction Failures

Four of the construction failures the writer has investigated are reviewed. Two failures involved light framed timber trusses, one failure involved precast tees, and one involved overloaded steel floor joists. Each collapse centered around a failure to recognize the weakness of a partly completed structure. Human failure was the heart of the problem. The writer suggests greater attention to details by those responsible for construction procedures.     

Benchmarking System for Evaluating Management Practices in the Construction Industry

This paper presents the results obtained for the initial application of a management evaluation system whose objective is to provide a continuous improvement tool for construction companies through benchmarking management practices. The outlined system seeks to support a benchmarking system that has been recently established in the Chilean construction industry by incorporating qualitative management aspects in addition to performance indicators. Different analyses were made to determine trends in the sector and to establish correlations between qualitative aspects coming from surveys and quantitative aspects coming from performance indicators. Thirteen construction companies participated in the initial application of the benchmarking system. A correlation analysis found that safety performance was strongly related to companies having superior planning and control, quality management, cost control, and subcontractor management policies. A factor analysis found that central office priorities focus on strategic management policies having longer-term competitive impact, while site management emphasizes tactical management dimensions having short-term impact. There is scope to elevate the profile of continuous improvement initiatives to strategic significance at the central office level.     

Issues in Professional Construction Management

The use of professional construction management has increased rapidly since the introduction of this form of organization in the early 1960's. Despite this widespread use questions concerning the scope, definition, and differences in implementation of this project delivery system remain. An ASCE technical committee has investigated these questions and disseminated information concerning professional construction management through technical sessions at ASCE meetings, published papers, and a specialty conference. This paper summarizes the results of these activities and provides references of the literature available regarding the development and use of professional construction management.     

Effective Construction Site Management: A Review

The contribution of site management to the achievement of construction performance objectives is examined. Drawing upon existing empirical data and linking them with research findings in the social sciences, the writers argue that there is often insufficient attention paid towards the range of complex and interdependent variables that can influence construction site activity. As a consequence, the predictive capacity of such research is limited, and the recommendations often derived, particularly concerning appropriate managerial actions, often fail to account for significant variability in circumstances. The applicability of the concept of “leadership” to the construction site situation, and its relationship with key component variables are singled out for attention.     

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.     

3D Scan Information Management System for Construction Management

This paper presents an internet-based three-dimensional (3D) scan information management system (3DSIMS) that can be used as an interface to input, display, and inspect design as-built construction information. This system is mainly developed using 3D scan data. The function of the 3DSIMS is to integrate the scan data collected before, during, and after a scan scheme that is designed to capture as-built 3D records. The information included in this system consists of a scan scheme, scanned point clouds, construction records, and postscan processed clouds for the display, search, and comparison of scans made each week during the construction of a campus building. This study represents a long-term effort that has rarely been done before. A web page is used to deliver and share scan information. The feasibility of this approach is explained by the examples of dimension-related checks through as-built data.     

应用流程再造管理方法 全面提升企业管理水平

对控股企业采取应用流程再造的管理方法,组织开展了对企业管理工作中的生产、资金、物资、人事、信息五大核心流程进行缺陷诊断和再造,新流程的建立,取得了可喜的成效,使企业管理的基础工作得到了全面提升和加强,进一步规范了企业的管理组织行为,提高了企业管理工作质量和绩效。