Quantifying Engineering Project Scope for Productivity Modeling

A poor scope definition in an engineering design project disrupts project rhythm, causes rework, increases project time and cost, and lowers the productivity and morale of the workforce. A quantitative measurement of the project scope is the basis for productivity modeling that involves the measurement, estimation, control, and evaluation of productivity. This paper proposes a conceptual model, the quantitative engineering project scope definition (QEPSD), to standardize the measurement of engineering project scope in construction projects, within a computer aided design environment. The QEPSD quantitatively measures engineering project scope, in terms of the complexity of design items by defining design categories and complexity functions appropriate to the particular discipline. The proposed method was originally verified and implemented specifically for steel drafting projects. Actual data was analyzed and used to demonstrate the benefits of historical data prepared using QEPSD for project scope definition. It was found that the new method led to increased utilization of previously untapped values in historical data, improving the accuracy of project scope definition, and productivity modeling. The paper concludes with a discussion of the potential benefits of adopting the QEPSD method, and its implications upon various project management functions.     

Communicating in Dynamic Conditions: How Do On-Site Construction Project Managers Do It?

A great many of today’s construction projects are characterized by high levels of dynamics, namely, the combined effect of complexity, uncertainty, and speed. Managing projects under such conditions is difficult and challenging, and the question is asked: How do managers do it? Aspiring to answer this question, ten excellent on-site construction project managers were systematically observed during one workweek each, within an extensive study that examined their performance in their dynamic management environments. The structured observation and documentation and the analysis that followed them enabled us to characterize the managers’ work and exposed their unique modes of operation through which they consistently excel in their work. Among many aspects addressed by the said study, this paper focuses on communication and, using various measures, examines the intensiveness and extensiveness of communication performed by the PMs in the broad context of their work. The study found that the on-site construction PMs were strongly oriented toward verbal communication of information (during nearly 80% of their activities and time); they spent a major portion of their workdays in meetings (during 60% of their activities, and of which nearly 80% were unplanned); and they showed clear preference for interacting informally with no more than one or two other persons (during 93% of their activities and 88% of the time). The unique knowledge base resulting from this study constitutes a potential contribution for practitioners who are required to function in similar dynamic work environments, as well as for students, teachers, and researchers of construction management.     

Integrated Methodology for Project Risk Management

This article presents a generic project risk management process that has been particularized for construction projects from the point of view of the owner and the consultant who may be assisting the owner. The process could also be adapted to the needs of other project participants, and many points referred to in the article can be directly applied to them. Any project risk management process must be tailored to the particular circumstances of the project and of the organization undertaking it. First, the article explains a complete or generic project risk management process to be undertaken by organizations with the highest level of risk management maturity in the largest and most complex construction projects. After that, factors influencing possible simplifications of the generic process are identified, and simplifications are proposed for some cases. Then the application to a real project is summarized. As a final validation, a Delphi analysis has been developed to assess the project risk management methodology explained here, and the results are presented.     

Prediction System for Change Management in Construction Project

Changes are the main causes of delays and cost overruns in construction projects. Various change management systems have been developed to minimize the impacts of changes and to facilitate good project management. This paper presents a change prediction system using activity-based dependency structure matrix (DSM) to facilitate change management. DSM is used to model the process that may occur as a result of changes. Consequently changes can be predicted by setting the change criteria for each activity in the form of rework scope. Furthermore, Monte Carlo simulation is introduced to analyze the change probability of activities involved in construction projects. The effectiveness of the prediction system is verified by applying this system to an office building project. This study provides a useful tool for project management teams to manage changes proactively and efficiently.     

Implementing Total Quality Management in Construction Firms

As building projects get larger and more complex, clients are also increasingly demanding higher standards for their delivery. Total quality management (TQM) has been recognized as a successful management philosophy in the manufacturing and service industries. TQM can likewise be embraced in the construction industry to help raise quality and productivity. Two case studies of construction companies showed how TQM can be successfully implemented in the construction industry. The benefits experienced include reduction in quality costs, better employee job satisfaction because they do not need to attend to defects and client complaints, recognition by clients, work carried out correctly right from the start, subcontractors with proper quality management systems, and closer relationships with subcontractors and suppliers. TQM performance measures were also reflected through top management commitment, customer involvement and satisfaction, employee involvement and empowerment, customer–supplier relationships, and process improvement and management. Finally, a framework for implementing TQM in construction is recommended.     

Optimizing Implementation of Value Management Processes for Capital Projects

A variety of innovative management processes are increasingly being introduced into the capital facility projects, thereby causing a great concern about which to implement on a particular project among project stakeholders. It is essential to identify the most effective process because varying circumstances on each project determine the level of suitability. This paper details a new systematic approach to determining the best process from among the 44 value management processes (VMPs) that can proactively achieve the articulated 12 project value objectives (PVOs). Throughout this paper, identifying and quantifying the selection principles (e.g., targeted PVOs, timing of initiation, project characteristics, and relative impact), the detailed research methodology and the findings from industry survey and VMP expert input are also illustrated. A computerized tool, programmed by Visual Basic Application on MS Excel, is described, and its ongoing validation process is also discussed. As a first-ever research, this paper contributes to a growing area of research, not only by providing a comprehensive and structured knowledge on the subject of VMPs, but also by developing a new method to effectively select the most beneficial VMPs. From the industry perspective, the results of this study, specifically the computerized selection tool, facilitate the implementation of the VMPs on the construction industry and maximize the potential benefits to a particular project.     

Emotional Intelligence and Leadership Styles in Construction Project Management

Human factors are of paramount importance to the success of projects. Although a lot of studies have been carried out on human factors in project management, not much research has been done on emotional intelligence (EI). Studies have shown that EI is beneficial to both the individual and the organization. The benefits of EI to project management were investigated in terms of the style of leadership. The study was conducted in Thailand by interviewing project managers and engineers (PMEs); and client representatives. The results showed that EI affected leadership behavior of the project leader. PMEs with higher EI tend to use open communication and proactive leadership styles. It is also found that EI generates delegating, open communication, and proactive behavior, which can bring positive outcomes to the organization.     

Best Practices for Integrating the Concurrent Engineering Environment into Multipartner Project Management

The use of the Internet, e-mail, and other technologies has been steadily filtering into the building process, creating a concurrent engineering (CE) environment, and enabling collaborative efforts in the building process. The concurrent engineering environment is established by a variety of tools, including internet accessible servers, e-mail, mobile telephones, and many other existing CE tools. Organizations involved in the construction process recognize the need for assessment of benefits resulting from CE tools, but find the evaluation of these benefits difficult and complicated. The project presented in this paper, “project management and organization in the concurrent engineering environment (ProCE),” is applicable to both researchers and practitioners. The ProCE project developed a measuring model, which may be used by future researchers in this area, attempted to measure benefits derived from using the CE environment in construction design and project management routines, and developed guidelines for best practice implementation by practitioners, based on four case studies. The project included the measurement of both the quantitative and qualitative benefit of CE environment implementation in building construction projects using tools that were readily available through application service providers. Measurement of cost and other quantifiable benefits have been extensively studied. Therefore, the majority of the discussion in the current paper will address the ProCE project’s measurement of qualitative benefits.     

Construction Delays in Hong Kong Civil Engineering Projects

Construction delays are common in civil engineering projects in Hong Kong, inevitably resulting in contractual claims and increased project cost. This study was aimed, first, at gathering the perceptions of civil construction practitioners on how significant are the causes of delay; and, second, investigating whether the suggestions as stated in the report of the Construction Industry Review Committee (the Committee comprises members with good standing and knowledge in the construction and related fields as well as those from other professions who are responsible for examining the current state of the construction industry in terms of its output quantity, the quality of work, its environmental friendliness, site safety, its workforce and the system of supervision) are applicable to and effective at mitigating the corresponding delays with reference to a ranking order established using the mean score method. The extent of the differences in perception among the different respondent groups on these two issues was also examined using the rank agreement factor (RAF), percentage agreement (PA), and percentage disagreement (PD). The differences in the perceptions of the respondents on the significance of delays and the actual causes of delays for the six projects studied were also examined. The results of the study showed that the respondents tended to admit their own faults as shown in the top ten significant causes of delay. A strong consensus was found between the client and consultant groups on the significance of the various causes of delay (PA = 74%) and the effectiveness of mitigation measures (PA = 67%) compared with the other pairs of groups. The consultant and contractor groups held extremely different perceptions regarding the significance of various delay causes (RAF = 4.9 and PD = 32%) and the effectiveness of corresponding mitigation measures (RAF = 6.2 and PD = 47%). It is believed that the findings can provide much more insight for the construction practitioners as well as the researchers and thus help to improve the productivity and overall performance of civil construction projects in Hong Kong.     

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.     

Downside Risks in Construction Projects Developed by the Civil Service: The Case of Spain

The purpose of the work summarized here was to improve the efficiency of the construction project management processes performed by the Spanish civil service, identifying and analyzing the main risks in these kinds of projects, and also establishing potential risk responses. The scope of this effort included a list of 96 risk events, categorized and prioritized first by impact, then by frequency. The most relevant ones are related to issues such as an inadequate prequalification system, insufficient training of public servants, or political considerations prevailing over real needs, among others. A total of 117 potential risk responses were identified, categorized, and prioritized by potential efficiency and difficulty of implementation. Each risk event was associated to a set of potential responses. The paper includes the top 15 risk events with its main potential responses, including qualitative assessments. A survey was carried out among Spanish public servants working in construction projects, to validate risk identification and to obtain a qualitative assessment. Moreover, a Delphi analysis was developed to validate the risk response identification and obtain a qualitative assessment. One of the conclusions is that small and medium-sized Spanish civil service agencies should work toward increasing their maturity in managing projects and, mainly, project risks.     

Using Digital Socialization to Support Geographically Dispersed AEC Project Teams

In the field of knowledge management research, socialization means to convert individual into group tacit knowledge. This process matters from the outset of an architecture, engineering, and construction (AEC) project to enhance collaborative work. Face-to-face meetings and phone calls undoubtedly facilitate socialization. However, meetings can be hard to timetable and expensive when AEC teams are geographically dispersed, whereas phone calls are cheap but offer limited capabilities for problem solving. Further, both media are not good at supporting asynchronous socialization. This study investigates the extent Internet-based media can promote cross-firm socialization and enhance collaborative work. The cross fertilization of findings from an exploratory case study with theory in computer-supported collaborative work (CSCW) informs the development of a conceptual framework on digital socialization. This framework underpins IDRAK—a proof-of-concept of a rich Internet application prototype to promote socialization in AEC projects. Our main contribution is the design of a novel methodology to evaluate the usability of digital systems to support socialization at the early design stage of an AEC project. The results from our lab experiments suggest that IDRAK can satisfactorily and efficiently enhance collaborative work. However, more research is needed, first, to evaluate the effectiveness of IDRAK to improve design quality and asynchronous socialization; and second, to investigate how other CSCW features can improve the performance of IDRAK-like systems.     

Unethical Practices in Nigerian Engineering Industries: Complications for Project Management

The purpose of the paper is to establish the unethical practices in engineering industries and identify the various factors that could encourage unethical practices in the nation’s life with a view to highlighting the findings for corruption-free management of projects. A sample of 226 was randomly selected for the study from a population of 12,230 workers from selected companies in the manufacturing and construction industries in Lagos state. The data were analyzed using simple percentages and the chi-square statistics. The results revealed that organizations have a code of conduct that should generate in the workforce values such as accountability and integrity and that there are disciplinary and control measures to check malpractices, yet individuals still engage in unethical practices. Of all the 34 unethical practices studied, “people want to acquire wealth by all means to enhance public status” ranked highest, followed by “people are driven by their inherent greed for money.” The factor that contributed most to the unethical practices is economic pressures, followed by societal practices, vested interests of stakeholders in contracts, and last organization’s practice. The result also showed that there are vested interests in design, award, execution, and commissioning of projects by stakeholders of the projects and that unethical practices have serious negative impact on project management.     

Critical Activities in the Front-End Planning Process

Previous research conducted by the Construction Industry Institute (CII) and others has demonstrated the value of front-end planning as it impacts project success. A recently completed research project funded by CII, described in this paper, examines ways to improve information flow through the front-end planning process. This paper focuses on one specific objective of this research project, namely to isolate and closely examine the information critical activities within the front-end planning process. The front-end planning process was carefully diagrammed as consisting of 33 distinct activities, each with its own information flow entities and interactions. Fifty-one questionnaire survey forms were analyzed to obtain data for the 33 activities that included activity duration, resources expended, and the extent to which information was available to perform the activity. The 51 projects were then grouped according to survey respondents’ perceptions as to whether the front-end planning process was executed more or less effectively. An analysis of the data concluded with a degree of statistical significance that seven of the 33 activities have some impact on achieving project success. In addition, statistically significant differences were uncovered with respect to the extent that information was available for selected activities, and survey respondent perceptions with respect to how efficiently the activity was performed. These seven activities are involved in planning the following areas: Public relations, start up, quality and safety, the project execution plan, and project scope definition. Other activities for which information was frequently not available and/or for which considerable resources were expended relate to preliminary cost estimating and the development of a funding plan. A second survey form was forwarded to the original survey participants to obtain more specific information with respect to the information categories and interfaces associated with the critical activities that were identified in the original survey. This survey indicated problem areas including inadequate scope definition, risk identification and mitigation, minimal resource allocation for task execution, unclear definitions of roles and responsibilities, and ineffective external communication mechanisms.     

Optimal Project Organizational Structure for Construction Management

This study relies on the trend model to investigate various modes of coordination among team members of construction projects. According to the project network developed based on the characteristics of a project, the trend model establishes an activity relationship matrix (ARM) to identify the activity relationships within the construction process. ARM is used to construct an organizational structure for project management and a communication resistance matrix that shows the efficiency of communication and coordination among the members of the project team. To evaluate various organizational structures and their coordination efficiencies, this study utilizes the analytical hierarchy process to quantify the strength of an organizational structure and identify the optimal structure for project management. Through quantitative modeling of communication efficiency among organizational team members, an objective function for calculating the total resistance index is used to determine the optimal organizational structure available to execute the project. This study demonstrates how the trend model may be applied in the future for evaluating the coordination efficiencies of various organizational structures.     

Systematic Evaluation of Construction Equipment Alternatives: Case Study

Selecting the right equipment for the project is inherently a multifaceted cost and benefit evaluation process that is further compounded by the complexity of today’s building projects and the lack of systematic tools for the consideration of soft factors. This paper presents a detailed application example of a model based on an analytical hierarchy process (AHP) approach. This model was developed to address the difficulties experienced during the multifaceted process. The example illustrates how an AHP-based model helps address the multitude of qualitative, intangible factors, both among the factors themselves and then vis-à-vis costs, by means of a systematic and traceable process. The method enables project managers and their equipment selection teams to exercise their knowledge, intuition, and professional judgment, and at the same time to address the context and specifics of the particular projects under examination. The example should be helpful for construction practitioners dealing with similar equipment selection issues. Researchers may find interest in the implementation of a multiattribute-decision-making method for a typical construction management problem.     

Reducing Variability to Improve Performance as a Lean Construction Principle

Variability is common on construction projects and must be managed effectively. New management thinking, like that of lean production, has suggested that better labor and cost performance can be achieved by reducing output variability. Efforts to utilize lean thinking in construction, so far, have generated limited evidence to support this claim. This paper investigates the relationship between variability and project performance to test the notion that reducing output variability will result in improved labor performance. Using productivity data from concrete formwork activities on multiple projects, various measures of output variability are tested against construction performance. It is shown that variability in output is inevitable and that there is little correlation between output variability and project performance, but that variability in labor productivity is closely correlated to project performance. It is concluded that lean improvement initiatives should be redirected to adaptable workforce management capabilities to reduce variability in labor productivity instead of output in order to improve project performance.     

Construction Management of a Small-Scale Accelerated Pavement Testing Facility

Research in accelerated pavement testing (APT) facilities has traditionally focused on the pavement performance such as rutting and fatigue cracking, but documentation on construction management and information of the actual pavement construction quality is limited. There are typically four critical factors that need to be considered to achieve the best possible outcome in construction: cost, schedule, construction process, and quality control, and management. With the objective of developing guidelines for planning and executing construction of a small-scale APT facility, this paper presents a case study documenting and evaluating the construction process and construction management efforts of two sensor-instrumented hot mix asphalt pavement test sections built in a small-scale APT facility. The focus of the experiment was to study bottom-up fatigue cracking of the flexible pavement structure. The presented information and lessons learned serve as a template and guide for agencies pursuing this type of research and pavement construction.     

Achieving Lean Design Process: Improvement Methodology

An improvement methodology is proposed for the design process in construction projects. Based on concepts and principles of lean production, the methodology considers the design process as a set of three different models—conversion, flow, and value. Four stages are necessary to produce improvements and changes—(1) diagnosis/evaluation; (2) changes implementation; (3) control; and (4) standardization. The methodology suggests the application of seven tools in accordance to specific needs (detected and desired) on five potential areas of improvement—client, administration, project, resources, and information. Results of an application included an increase of 31% in the share of value adding activities, 44% reduction of unit errors in the products, up to 58% decrease of waiting times in the process, and an expansion of the utilization in the cycle times. In this manner, not only did the efficiency and effectiveness of internal engineering products improve, but also the whole project, by improving one of the main suppliers of construction.