Journal of Construction Engineering and Management

The multiple objectives of public clients in formulating partnerships with the private sector in infrastructure development and the radical realignment of risks, responsibilities, and awards among project participants in such partnerships necessitate a best value source selection (BVSS) methodology to choose the right private sector partner who assumes far more and much deeper risks than a mere contractor. One critical step in adopting the BVSS is to express the client’s objectives in terms of best value contributing factors (BVCFs), against which alternative proposals are evaluated and consequently a sound and defensible contract award decision made. A set of 21 BVCFs in public private partnerships (PPPs) has been identified through literature review of BVCFs in different types of contracts, case studies of worldwide PPP practices, and interviews or correspondence with international PPP experts and experienced practitioners. The relative significance of these BVCFs is statistically analyzed based on a questionnaire survey of worldwide expert opinions. Results show that there is no statistical difference in the rating of these BVCFs between responses from academia and those from industry. Except for four BVCFs that are at a significance level between “fairly significant” and “significant” according to overall, academic, or industrial responses, all other BVCFs are at a significance level greater than “significant.” These research outputs facilitate a BVSS process for PPPs in general.

The project management team directing the construction of a concrete building learned during the last stages of construction that the building encroached by 190 cm into the permit specified setback. This case study discusses how the Internet was used to aid the contractor in addressing the problem and the particular solution adopted for moving the building. The steps taken by the project management team from the moment the problem was discovered through moving the building to its correct location are described. Practitioners can learn much from the creative approach used by this project team to find a solution to the challenges of such a unique problem.

This paper describes the importance of applying proper management in dealing with delays in construction for a growing economy. The main objective of this paper is to identify the management tools that are practiced in the local construction industry in mitigating delay. It also aims to identify the main factors that lead to project delays and to suggest recommendations on how to overcome or mitigate effects of the problem. Data is gathered from responses from questionnaire survey and interviews with those involved in construction project. The surveys and research findings indicate that delay incidents occur mainly during the construction phase of a project and one or more parties usually contribute to delay. This paper highlights the importance of having more experienced and capable construction managers as well as skilled laborers to enable the industry to develop at a faster rate either nationally or internationally.

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.

This paper presents an interactive computer-aided site layout model to support site planning in a computer-aided design (CAD) environment and expands upon a model presented earlier by the writers. The developed model performs its task at two levels: Site representation, and site space analysis and allocation. The site representation is carried out using an open architecture supported by object-based concepts. The model offers three tiers of objects: (1) site objects, (2) construction objects, and (3) constraint objects. This structure facilitates the creation of new objects and reuse of domain knowledge, which allows for the gradual expansion and enrichment of the model’s knowledge base. At the space analysis and allocation level, the model introduces a geometric reasoning approach to analyze site space for finding an optimum or near-optimum location for facilities. This feature facilitates easy visualization of the site planning process and encourages user participation. The model is structured in three main modules: Database, Project Module, and Layout Control Module. The functionality of each module, along with their interconnectivity is described. The model is implemented using Visual Basic for Applications in AutoCAD environment and Microsoft Access. A numerical example of an actual site layout is presented to illustrate the functionality of the developed model.

The intent of this research was to identify the factors that promote positive motivational behavior in construction subcontractor crews. The factors affecting motivation, goal-setting, workforce needs, and incentives were investigated to determine the attributes for a subcontractor employee motivational model. A survey addressing these four categories was distributed to subcontractor foremen and supervisors to establish a list of motivational factors. The statistical analysis of the survey results aided in the final development of the proposed subcontractor based employee motivational model, which includes such components as confidence and competence as being reinforced by quality of work, incentives, safe performance, praise, and a sense of belonging. The proposed model provides industry practitioners with another level of understanding of the motivation sequence of the subcontractor’s labor force. Perhaps the most interesting finding was related to the attributes found in relation to workforce needs. A common link “feeling of being a member of the team/crew” was discovered between “praise” and “job security.” It was surmised that essentially a worker must first receive praise before they feel as if they are a member of the team/crew and once they feel like a member of the team, they then begin to acquire feelings of job security. The results of this study further reinforce the findings of several previous behavioral studies. Future research should attempt to validate the model using a larger sample size incorporating multiple general contractors.

Despite dramatic improvements in recent decades, the construction industry continues to be one of the industries with the poorest safety records. Recent improvements are due, in part, to the concerted efforts of owners, contractors, subcontractors, and designers. While past safety studies have investigated the roles of contractors, subcontractors, and designers, the owner’s impact on construction safety has not been previously investigated. This paper will present the results of a study on the owner’s role in construction safety. Data were obtained by conducting interviews on large construction projects. The relationship between project safety performance and the owner’s influence was examined, with particular focus on project characteristics, the selection of safe contractors, contractual safety requirements, and the owner’s participation in safety management during project execution. By identifying practices of owners that are associated with good project safety performances, guidance is provided on how owners directly impact safety performance.

The practices implemented by owners that were associated with better project safety performances were described in a companion paper. This paper will expand on those research findings and present a model that evaluates the impact of different owner practices on project safety performance. Four indices were established which quantitatively describe the project characteristics, the selection of safe contractors, the contractual safety requirements, and the owner’s participation in safety management. Analysis of variance and linear regression were conducted to evaluate the combined effects of different owner practices on project safety performance as measured by the total recordable injury rate (TRIR). Results show that project safety performances were closely associated with all the indices except the index to describe the selection of safe contractors. The linear regression model explained 42.6% of the total variance of the TRIR. A scorecard to evaluate the owner’s involvement in construction safety was developed to serve as a practical means of conducting an assessment and predicting project safety performance. The owner’s involvement can favorably influence project safety performance by setting safety objectives, selecting safe contractors, and participating in safety management during construction.

Accelerating a project can be rewarding. The consequences, however, can be troublesome if productivity and quality are sacrificed for the sake of remaining ahead of schedule, such that the actual schedule benefits are often barely worth the effort. The tradeoffs and paths of schedule pressure—and its causes and effects—are often overlooked when schedule decisions are being made. This paper analyzes the effects that schedule pressure has on construction performance, and focuses on tradeoffs in scheduling. A research framework has been developed using a causal diagram to illustrate the cause-and-effect analysis of schedule pressure. An empirical investigation has been performed by using survey data collected from 102 construction practitioners working in 38 construction sites in Singapore. The results of this survey data analysis indicate that advantages of increasing the pace of work—by working under schedule pressure—can be offset by losses in productivity and quality. The negative effects of schedule pressure arise mainly by working out of sequence, generating work defects, cutting corners, and losing the motivation to work. The adverse effects of schedule pressure can be minimized by scheduling construction activities realistically and planning them proactively, motivating workers, and by establishing an effective project coordination and communication mechanism.

This paper presents a regression model that relates job site productivity to process improvement initiatives (PIIs) executed both before and during construction. Applied during early project stages, this model helps industry practitioners to predict the expected value of labor productivity based on certain inputs related to preconstruction planning and construction execution. The model demonstrates the strong relationship of project performance to a variety of PIIs including design completeness, definition of a project vision statement, testing oversight, and project manager experience and dedication. The correlational research methodology targeted 75 projects representing approximately $274.53 million in civil construction. The data collection effort considered 45 PIIs (independent variables) using quantitative and qualitative measures. The modeling technique involved the use of multiple linear regression, a method that exploits available data from multiple, independent sources to focus on specific outcomes. The model was developed directly from contractor specific information and subjected to rigorous statistical analysis. The model provides project managers as front line industry practitioners with a deliberate yet practical approach to project management and productivity enhancement. The modeling results include verification analysis and a discussion of the model’s usefulness and limitations.

Hazard identification is fundamental to construction safety management; unidentified hazards present the most unmanageable risks. This paper presents an investigation indicating the current levels of hazard identification on three U.K. construction projects. A maximum of only 6.7% of the method statements analyzed on these projects managed to identify all of the hazards that should have been identified, based upon current knowledge. Maximum hazard identification levels were found to be 0.899 (89.9%) for a construction project within the nuclear industry, 0.728 (72.8%) for a project within the railway industry, and 0.665 (66.5%) for a project within both the railway and general construction industry sector. The results indicate that hazard identification levels are far from ideal. A discussion on the reasons for low hazard identification levels indicates key barriers. This leads to the presentation of an Information Technology (IT) tool for construction project safety management (Total-Safety) and, in particular, a module within Total-Safety designed to help construction personnel develop method statements with improved levels of hazard identification.

As China becomes a member of the World Trade Organization, many international architectural, engineering, and construction (AEC) firms are undertaking or expected to undertake projects there. This study identifies the significant factors that contribute to the successful performance of projects undertaken by international AEC firms in China. Data were collected using structured questionnaires from foreign (non-Chinese) AEC firms that have completed projects in China. Personal interviews with 27 experts were also conducted to supplement and test the survey findings. The findings reveal that the variable that affects the most number of success measures is the AEC firm’s ability to understand the client’s requirement. Achieving this brings about good project quality performance and owner satisfaction. Furthermore, firms that have superior product or service quality would also achieve better project performance. The interviewees also exhorted the importance of having core competencies as a critical success factor for projects in China. Practitioners may use the findings to help them manage their projects in China, so as to achieve higher levels of success.