Construction Productivity 2016 - Norman F. Jacobs, Jr.

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Construction Productivity – 2016  

 

In order to properly manage Construction Productivity, you must first review the Construction Culture.  Ask yourself if your company culture includes the following items: a. promote team work, b. recognize the value of balancing work and family, c. being an equal opportunity employer, d. being a drug free work place.

Construction Productivity is not being handled properly by many construction people today. A few things the Project Manager is to critique and analysis are as follows:

          A. Peoples inability to segment delays, impacts and disruptions on a contemporaneous basis, and isolating and capturing the coat of productivity loses.

B. There is a lack of a comprehensive project cost management system on our project.

C. The failure to keep your CPM schedule updated so it shows all project activity.

Construction safety has been proven that it is essential that company and project leadership be committed to eliminating accidents and achieving a zero-accident environment. In a clearly defined safety culture reinforced with effective proven best practices, training, planning and clear significantly reduced accidents on their project.

The same is true for improving construction labor productivity.  

 

 

The Project Manager must critique all of the following as to their effect on productivity:

1. Any overtime required will be controlled by the circadian rhythm of the crews involved.

2. Change orders may require additional time.

3. The demand for additional resources.

4. Night crews cost extra.

5. Any RFI’s need time to be resolved.

6. The change in weather may affect productivity.

Cluttered projects have low productivity. When sites are cluttered and disorganized, workers have to work around the clutter and waste time searching for missing components. Contractors need to provide adequate facilities for disposal of trach efficiently and to provide appropriate general project cleaning.

Storage and work areas that will be muddy should be improved using dry earth fill, gravel, plywood or planks. Stairs and emergency exits should be kept open at all times.

Clean and orderly projects will also promote good safety practices and reduce the risk of accidents.

One of the most significant claims by contractors is lost productivity. Many of us agree that a lost of productivity is one of the least understood and most difficult claim to quantify.

There is a lack of comprehensive and centralized project cost management system on most projects. There is also a lack of effective procedures being put in place for identifying, coding, capturing and measuring labor productivity, especially when and where delays, impacts and disruptions occur.

The failure to keep a project CPM Schedule properly updated and reflecting all delays and actual performances as it occurs will reflect on the critique of productivity. The inability or failure to segment delays, impacts and disruptions and then to document the cause and effect on the cost of productivity losses is a big problem.

 The Project Manager must critique the CPM Schedule sequence and all concurrent activities as this may affect the project productivity. Also know the adequate resources required for each activity. 

The failure to agree on the time element results in a compressed schedule that creates change work conditions and contributes to possible impact cost on unchanged work and the potential for lost productivity.

Impact claims usually include damages for lost labor productivity due to delays, interferences, disruptions, overtime, and accelerating performance. Some of the causes of low labor productivity include:

          1. Lack of ability to maintain the CPM Schedule

          2. Resequencing of activities

          3. Overriding the labor cost in the original project cost estimate

Norman F. Jacobs, Jr. CSI Emeritus, AACE, ASPE, IIE, PMI, SAR

 

 

 

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