PowerPoint Presentation Civil Engineering, Project Management, Construction Management, Productivity/,Mathematics, Religion etc

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htt://www.construction-productivity.co.uk
CONSTRUCTION
PRODUCTIVITY
(MAJOR INFLUENTIAL FACTORS)

2. 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
SatisfactionEffort Rewards
Ability and Skill of worker

3. CONSTRUCTION PRODUCTIVITY
MAJOR INFLUENTIAL FACTORS
 The main areas pertain to:
 Managerial
 Technological
 Social factors
The crucial factors, which have a major
effect on construction productivity, can
be divided into two main areas:
 internal factors
 external factors

4. CONSTRUCTION PRODUCTIVITY

5. 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;

6. 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.

7. 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

8. 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
Communicati
on 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)

9. 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.

10. 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.

11. 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.

12. 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

13. 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.

14. 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.

15. 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.

16. 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.

17. 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.

18. 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 influenced
by several factors such as:
 education;
 training and experience- help project
Managers to develop their knowledge
and skill.

19. 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.

20. CONSTRUCTION PRODUCTIVITY AND
MAJOR INFLUENTIAL FACTORS
Poorly performing projects are caused
by:
 Disruption;
 site congestion;
 sequencing (events following each
other in a successive way);
 lack of availability of material;

21. CONSTRUCTION PRODUCTIVITY AND MAJOR
INFLUENTIAL FACTORDS
Also,
site management;
worker’s skills;
the motivation of workforce;
quality of engineering;
work environment.

22. CONSTRUCTION PRODUCTIVITY AND MAJOR
INFLUENTIAL FACTORS
The effectiveness of the site manager
depends on several factors.
1) Personal factors such as:
 the manager’s age
 experience
 qualification
 style of management
 membership of professional body
 etc.

23. CONSTRUCTION PRODUCTIVITY AND
MAJOR INFLUENTIAL FACTOR
2) Job related variables such as:
salary
job satisfaction
job security
All of which may influence the site
manager’s motivation.

24. CONSTRUCTION PRODUCTIVITY
AND MAJOR INFLUENTIAL FACTORS
project variables are defined as:
 building type;
 project size;
 Duration;
 construction methods and complexity
of the project.
organisational variables such as:
 the size of the company;
 site engineers’ level of authority.

25. CONSTRUCTION PRODUCTIVITY AND MAJOR
INFLUENTIAL FACTORS
Also,
 External factors
External factors include:
 characteristics of the industry
 client participation
 inclement weather
 economic climate

26. 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

27. 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