Practices & People Skills for Productivity and Performance ... · Practices & People Skills for...

Practices & People Skills for Productivity and Performance:

Owner & Contractor Perspectives

Aminah Robinson Fayek, PhD, PEngAbraham Assefa Tsehayae, PhD

© 2012-2016 NSERC Industrial Research Chair in Strategic Construction Modeling and Delivery

2

NSERC Industrial Research Chair:A partnership between the university, NSERC, and industry

Industry University

Government

Industrial Research Chair in Strategic

Construction Modeling and Delivery

(IRC in SCMD)

Our focus is on delivering innovation that will benefit the construction industry at large and increase the international competitive advantage of our partners.

In this workshop we will discuss…

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Competencies and Performance Improving Productivity

Why study organizational competencies and performance?

Key Findings:• Most significant practices

and people skills & relationship to performance

Organizational Competencies and Project Performance Tool©

(OCCPT ©)

Why study construction labour productivity (CLP) in Alberta projects?

Key Findings:• Critical factors and practices

impacting CLP• How to improve CLP

Productivity Tracker©

Improving Organizational Competencies & Construction Project Performance

Moataz Omar, PhDAminah Robinson Fayek, PhD, PEng


15.9% 16.2%

31.2%

17.5%

-20%

-10%

0%

10%

20%

30%

40%

Average projectcost growth

Average projectschedule growth

Averageconstruction phase

cost growth

Averageconstruction

schedule growth

KPI

Var

ianc

e

KPI

Albertan Construction Projects Performance Assessment (COAA/CII Phase II: 2010 – 2014)

Desirable Variance

Undesirable Variance

Motivation Behind Research

5

Our objective is to identify leading (rather than lagging) factors that can improve project performance.

Value of Competencies & Project Performance Study to Industry

6

Provide data collection methodology and software tool for assessing competencies and performance

Quantify the relationship between project competencies and performance (KPIs)

Identify critical competencies and KPIs

Improve project performance

Improve organizational practices and team skills

Identify and evaluate project competencies

Construction Organizational Competencies & Project Performance

7

Key Performance Indicators (KPIs)

Organizational practices (e.g.,

project cost management)

Operational practices applied on projects (e.g., project team

building)

Knowledge(e.g., leadership)

Personal skills(e.g., adaptability)

Personal attributes(e.g., commitment)

Cost (e.g., project cost growth)

Schedule (e.g., project schedule growth)

Change (e.g., scope change cost factor)

Quality (e.g., field rework index)

FunctionalCompetencies

BehaviouralCompetencies

Safety (e.g., reported incident rate)

Productivity (e.g., productivity factor)

Satisfaction (e.g., contractor satisfaction)

Organizational practices for project execution

Teams’ abilities for project execution

Functional Competencies1. Project integration management 12. Project change management

2. Project scope management 13. Project stakeholders management

3. Project time management 14. Project environmental management

4. Project cost management 15. Project commissioning and startup

5. Project engineering and procurement management 16. Project innovation

6. Project resource management 17. Project workface planning

7. Project risk management 18. Project contract administration

8. Project communication management 19. Project team building

9. Project safety management 20. Project workforce development

10. Project human resource management 21. Project technology integration

11. Project quality management

Construction Project Functional Competencies

8

Sample Functional Competency Criteria by Project Phase for Evaluation: Project safety management

9

• Policies/procedures for project safety management are developed at the company level• Roles and responsibilities are clearly identified

• Safety preplanning meetings are held• A safety plan is established for the project

• Regular safety meetings and training sessions are conducted• Safety requirements are implemented

• Safety reporting is regularly conducted

• Project safety management performance is documented

Initiating Phase

Front-End Planning Phase

Construction Phase

Monitor and Control Phase

Closing Phase

Behavioural Competencies

1. Analytical ability 11. Self-control

2. Training 12. Reliability

3. Assessment ability 13. Problem solving

4. Decision making 14. Commitment

5. Leadership 15. Adaptability

6. Teamwork 16. Building trust

7. Consultation 17. Interpersonal skills

8. Motivation 18. Influence (assertiveness)

9. Negotiation and crisis resolution 19. Cultural competence

10. Ethics 20. Initiative

Construction Project Team Behavioural Competencies

10

Sample Behavioural Competency Criteria by Project Phase for Evaluation:Leadership

11

Team members find resources to support their team in executing work

Team members guide their team in accomplishing their work

Team members reward and recognize their team

Team members set high expectations for their team

Team members hold their team accountable for achieving results

1.

2.

3.

4.

5.

Maturity scale of functional competencies

Strongly Disagree Slightly Neither Disagree Slightly Agree Strongly

Agreement scale of behavioural competencies

Functional and Behavioural Competencies Evaluation

Extremely Unimportant Unimportant

Neither Unimportant nor

ImportantImportant Extremely

Important

Importance scale of competencies

Level 1 Use of the practice is not consistently applied on the project

Level 2 A disciplined process exists for the practice on the project

Level 3 A disciplined process exists for the practice across different projects within the same organization

Level 4 Quantitative process control is used across the organization to proactively manage the execution of the practice on the project

Level 5 Continuous process improvement is used across the organization to optimize the practice on the project

Functional and Behavioural Competencies Survey

Sample survey for functional competencies

Sample survey for behavioural competencies

Construction Project Competencies and Performance Data Collection

14

Data used in this study to derive findings

• Project 1• Commercial project• 90% project completion• Project budget > 50M

• Project 2• Commercial project• 80% completion• Project budget > 2M

• Project 3• Commercial project • 70% project completion• Project budget > 70M

Industrial partners:

• Project 4• Commercial project• 85% project completion• Project budget >27M

• Project 5• Heavy industrial project• 70% project completion• Project budget >67M

• Project 1• Heavy industrial project• 98.76% project completion• Project budget > 1B

• Project 2• Heavy industrial project• 21.4% completion• Project budget > 1B

Contractors Owners

Area 1 Findings: Critical functional and behavioural competencies criteria for project owners and contractors

15

Contractors

Owners

Result: Identified critical criteria related to project functional and behavioural competencies for owners and contractors

Functional and

Behavioural Competencies

Area 1 Findings: Ranking of owners’ project functional competencies criteriaTop five criteria for owners’ project cost management

Functional Competencies' Evaluation Criteria

Importance Ranking(Owners)

Importance Ranking

(Contractors)

Maturity Scale 1 to 5

(Owners)


(Contractors)Policies and procedures for project cost management are developed at the company level

1 3 3.73 3.71

All related project costs (e.g., invoices and payments) are submitted in a timely manner

1 1 3.27 3.42

At closing phase, a final project budget is documented and a report is generated with all changes to the cost baseline

1 2 4.00 3.14

An integration of the project budget and schedule is performed to generate the cash flow

2 4 4.00 2.71

A cash flow analysis is regularly carried out to monitor the financial status of the project

2 3 3.82 3.28

Area 1 Findings: Ranking of contractors’ project functional competencies criteriaTop five criteria for contractors’ project cost management

Functional Competencies' Evaluation Criteria

Importance Ranking

(Contractors)



(Contractors)

Maturity Scale1 to 5

(Owners)All related project costs (e.g., invoices and payments) are submitted in a timely manner

1 1 3.42 3.27

A detailed budget for the project (associated with detailed expenses, risk, contingency, overheads, and profit) is defined at the early stages of the project

1 3 3.85 4.00

Estimates are developed based on a clear project scope 2 4 3.43 3.45

At closing phase, a final project budget is documented and a report is generated with all changes to the cost baseline

2 1 3.14 4.00

Policies and procedures for project cost management are developed at the company level

3 1 3.71 3.73

Behavioural Competencies' Evaluation Criteria


Importance Ranking

(Contractors)

Agreement Scale 1 to 7

(Owners)


(Contractors)Members of the team make sound, well-informed, and objective decisions in their daily tasks

1 1 6.30 5.70

Members of the team collaborate before making important decisions 2 3 6.00 5.70

Members of the team take actions that are consistent with available facts, constraints, and probable consequences in their daily tasks

3 2 6.10 5.45

Members of the team compare data, information, and input from a variety of sources to draw conclusions before applying them in their daily tasks

3 1 5.40 5.20

Members of the team consider costs, benefits, and risks when making decisions related to their daily tasks

4 1 6.20 5.05

Area 1 Findings: Ranking of owners’ project behavioural competencies criteriaTop five criteria for owners’ decision making

Behavioural Competencies' Evaluation Criteria

Importance Ranking

(Contractors)



(Contractors)

Agreement Scale1 to 7

(Owners)Members of the team make sound, well-informed, and objective decisions in their daily tasks

1 1 5.70 6.30

Members of the team compare data, information, and input from a variety of sources to draw conclusions before applying them in their daily tasks

1 3 5.20 5.40

Members of the team consider costs, benefits, and risks when making decisions related to their daily tasks

1 4 5.05 6.20

Members of the team take actions that are consistent with available facts, constraints, and probable consequences in their daily tasks

2 3 5.45 6.10

Members of the team collaborate before making important decisions 3 2 5.70 6.00

Area 1 Findings: Ranking of contractors’ project behavioural competencies criteriaTop five criteria for contractors’ decision making

Area 2 Findings: Evaluation and comparison of owners’ and contractors’ competencies by overall scores

20

Contractors

Owners

Result: 1. Evaluated competencies by overall maturity and agreement scores2. Compared owners’ and contractors’ competencies by overall scores

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Project SafetyManagement

Project CostManagement

Project TimeManagement

Project RiskManagement

Project ResourceManagement

Ove

rall

Mat

urity

Sco

re

Functional Competency

75th % = 76

Med = 49

Max = 98

25th % = 24

Min = 14

75th % = 66

Med = 43

Max = 96

25th % = 38

Min = 21

75th % = 60

Med = 43

Max = 94

25th % = 37

Min = 3

75th % = 65

Med = 45

Max = 95

25th % = 27

Min = 12

Area 2 Findings: Evaluation of functional competencies based on overall maturity score

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75th % = 90

Med = 83

Max = 100

25th % = 67

Min = 36

Importance and maturity are used jointly to calculate the overall maturity score for functional competencies.

Area 2 Findings: Evaluation of behavioural competencies based on overall agreement score

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0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Training Decision Making Teamwork Leadership

Ove

rall

Agr

eem

ent S

core

Behavioural Competency

Max = 81

25th % = 57

Min = 31

75th % = 73

Med = 61

75th % = 84Med = 84

Max = 85

25th % = 80

Min = 77

Max = 75

25th % = 57

Min = 49%

75th % = 72

Med = 65

Max = 76

25th % = 59

Min = 40

75th % = 69Med = 67

Importance and agreement are used jointly to calculate the overall agreement score for behavioural competencies.

Area 2 Findings: Functional competencies comparison between owners and contractors

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0%

20%

40%

60%

80%

Pro

ject

Saf

ety

Man

agem

ent

Pro

ject

Env

ironm

enta

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anag

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Pro

ject

Con

tract

Adm

inis

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ject

Com

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and

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Pro

ject

Wor

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Proj

ect S

take

hold

ers

Man

agem

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Pro

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Qua

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Man

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Pro

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Cha

nge

Man

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Proj

ect W

orkf

orce

Dev

elop

men

t

Proj

ect R

isk

Man

agem

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Pro

ject

Inte

grat

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Man

agem

ent

Pro

ject

Eng

inee

ring

and

Pro

curm

ent

Man

agem

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vera

ll M

atur

ity S

core

Functional Competency

Contractor

Owner

0%

20%

40%

60%

80%

Pro

ject

Com

mun

icat

ion

Man

agem

ent

Pro

ject

Tim

eM

anag

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Proj

ect T

eam

Bui

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Man

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Pro

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Res

ourc

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ost

Man

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Pro

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Hum

anR

esou

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Man

agem

ent

Ove

rall

Mat

urity

Sco

re

FunctionalCompetency

Contractor

Owner

Level 5

Level 4

Level 3

Level 2

Level 1

Level 5

Level 4

Level 3

Level 2

Level 1

Area 2 Findings: Behavioural competencies comparison between owners and contractors

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0%20%40%60%80%

100%

Sel

f-Con

trol

Pro

blem

Sol

ving

Com

mitm

ent

Ethi

cs

Bui

ldin

g Tr

ust

Initi

ativ

e

Trai

ning

Con

sulta

tion

Cul

tura

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ompe

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e

Rel

iabi

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Ove

rall

Agr

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ent S

core

TeamBehavioural Competency

ContractorOwner

0%

20%

40%

60%

80%

100%

Influ

ence

(Ass

ertiv

enes

s)

Ana

lytic

al A

bilit

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Ass

essm

ent A

bilit

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Mot

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Inte

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Ada

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ility

Neg

otia

tion

and

Cris

is R

esol

utio

n

Dec

isio

n M

akin

g

Team

wor

k

Lead

ersh

ip

Ove

rall

Agr

eem

ent S

core

Team Behavioural Competency

Contractor

Owner

Strongly Agree

Strongly Disagree

Strongly Agree

Strongly Disagree

Area 3 Findings: Relationship between project competenciesand project KPIs

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Identify groups of project competencies affecting project performance using

advanced modeling1.

Schedule KPIsCost KPIs

Measure the effect of groups of project competencies on:2.

2.2.

Area 3 Findings: Relationship between project competenciesand project cost KPIs

26

Project Cost Growth

Project Budget Factor

Construction Phase Cost Growth

Total Change Cost Factor

Cost-For-Change-Demand

Ranked Critical Functional

Competencies

1. Project cost management 2. Project scope management3. Project integration management4. Project resource management 5. Project time management 6. Project workface planning 7. Project risk management 8. Project environmental management 9. Project safety management

10. Project commissioning and startup 11. Project quality management 12. Project contract administration

Ranked Critical Behavioural

Competencies

1. Training2. Decision Making3. Analytical ability 4. Problem solving

Project cost KPIs

Area 3 Findings: Formulae for project cost KPIs

27

Project Cost Growth


Construction Phase Cost Growth

Total Change Cost Factor

Cost-For-Change-Demand

∗ 100

Area 3 Findings: Relationship between project competencies criteria and project cost KPIs

28

Project Competency

Ranked Evaluation Criteria

Cost KPIs Percentage of Improvement

Project Cost

Growth


Construction Phase

Cost Growth

Total Change

Cost Factor

Cost-For-

Change-Demand

Project Cost Management

• Policies and procedures for project cost management are developed at the company level. Roles and responsibilities for applying practice on the project are clearly identified for the project responsible teams

3.80% 1.17% 2.19% 0.83% 0.83%

• A cash flow analysis is regularly carried out to monitor the financial status of the project

1.14% 0.39% 0.44% 0.00% 0.00%

Effect of improving top 2 criteria for project cost management (from “disciplined process” to “continuous improvement”) on improvement of cost KPIs

Area 3 Findings: Relationship between project competenciesand project schedule KPIs

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Project ScheduleGrowth

Project Schedule Factor

Construction Phase Schedule Growth

Construction Phase Schedule Factor

Time Predictability (Construction)

Ranked Critical Functional

Competencies

1. Project engineering and procurement management

2. Project workforce development 3. Project risk management 4. Project workface planning

Ranked Critical Behavioural

Competencies

1. Training2. Decision Making3. Analytical ability4. Problem solving

Project schedule KPIs

Area 3 Findings: Formulae for project schedule KPIs

30


Project Schedule Factor

Construction Phase Schedule Growth

Construction Phase Schedule Factor

Time Predictability (Construction)

∗ 100

Area 3 Findings: Relationship between project competencies criteria and project schedule KPIs

31

Project Competency

Ranked Evaluation Criteria

Schedule KPIs Percentage of Improvement


Project Schedule

Factor

Construction Phase

Schedule Growth

Construction Phase

Schedule Factor

Time Predictability

(Construction)

Project Engineering

& Procurement Management

Warranties and operation manuals for procured material/equipment are documented for proper installation/use on site

2.29% 0.10% 0.14% 0.01% 0.00%

Periodic review of engineering and procurement activities through adequate administration is done to eliminate any backlog/delays

2.29% 0.10% 0.14% 0.01% 0.00%

Effect of improving top 2 criteria for project engineering & procurement management from maturity level 3 “disciplined process” to maturity level 4 “quantitative process control”

Area 3 Findings: Relationship between project competencies criteria and project schedule KPIs

32

Project Competency

Schedule KPIs Percentage of Improvement


Project Schedule

Factor

Construction Phase

Schedule Growth

Construction Phase

Schedule Factor

Time Predictability

(Construction)

Project Engineering & Procurement Management

3.20% 0.50% 0.30% 0.01% 0.00%Project Workforce

Development

Training

Decision Making

Simultaneously improving the following:1. Top 2 criteria for project engineering and procurement management and project

workforce development (from “disciplined process” to “continuous improvement”)2. Top 2 criteria for training and decision making (from “neither disagree nor agree” to

“strongly agree”)

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Organizational Competencies and Project Performance Tool©:Overview

Result: Database for continued study and evaluation of competencies and performance for construction projects

Organizational Competencies and Project Performance Tool©:Evaluation module

34

Entering project competency data

Organizational Competencies and Project Performance Tool©:Evaluation module

35

Entering project KPI data

Organizational Competencies and Project Performance Tool©:Reporting module

36

Automatic report generation for behavioural competencies

Organizational Competencies and Project Performance Tool©:Reporting module

37

Automatic report generation for project KPIs

-1.0%

1.0%

3.0%

5.0%

7.0%

9.0%

Project CostGrowth

ProjectScheduleGrowth

Project BudgetFactor

ConstructionPhase Cost

Growt

KPI

var

ianc

e (%

)

KPI

Undesirable Variance

Desirable Variance

Construction Phase Cost

Growth

Path Forward

38

Developed context-specific models suitable for different construction sectors (e.g., commercial, institutional, industrial)

Continue data collection on Alberta projects to expand dataset

DATA COLLECTION

CONTEXT-SPECIFIC MODELS

Consider organizations as units of measure rather than projects: develop organizational performance measures and competencies

ORGANIZATIONAL LEVEL COMPETENCIES & PERFORMANCE

Improving Construction Labour Productivity on Alberta Construction Projects

Abraham Assefa Tsehayae, PhDAminah Robinson Fayek, PhD, PEng


Motivation Behind Research

There are many challenges towards improving Construction Labour Productivity (CLP):

40

Activity Project Company Industry

Measuring and tracking productivity at different levels

Understanding labour time utilization

Developing accurate and interpretable models

Value of Productivity Study to Industry

41

Critical factors and practices affecting productivity

Relationship of work sampling categories to productivity

Data collection methodology and software tool

Tools to predict and optimize labour productivity

Understanding of subjective factors affecting productivity

Improved project performance and working conditions

Construction Labour Productivity Data Collection

42

Activity Period

2012 2013 2014J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N

CONCRETING Site 1 Site 2Site 3Site 4Site 5Site 6

ELECTRICAL Site 1Site 2 Site 3

SHUTDOWNSite 1Site 2Site 3

Industrial partners:

Extensive data were collected from 11 project across Alberta.

43

Area 1 Findings:Key parameters impacting CLP

Result: Identified significant factors & practices impacting construction labour productivity using expert knowledge

Factor Survey Results

Factor Survey Design

Evaluation scores combine the agreement/frequency and impact ratings.

44

• Agreement Type

• Frequency Type

Top Parameters Positively Impacting CLP Based on Expert Knowledge: Building projects

45

PM survey Evaluation score

Trade survey Evaluation scoreParameters Parameters

Positive influence: Positive influence:1. There are adequate and quality

work tools100.0 1. For new craftspeople, the job site

orientation program is carried out100.0

2. The organization has many successful years in industry

87.2 2. Frequency of accidents and personal injury is low

88.8

3. Daily job hazard assessment system is in place

82.6 3. Foreman has the required experience

85.9

4. Efforts are taken to reduce turnover of foreman

72.6 4. There is really good cooperation between craftspeople in a crew

78.1

5. Integration management practices: the processes required to ensure that the various elements of the project are coordinated is properly implemented

69.5 5. Crew is given adequate training before commencement

74.5

Top Parameters Negatively Impacting CLP Based on Expert Knowledge: Building projects

46

PM survey Evaluation score

Trade survey Evaluation scoreParameters Parameters

Negative influence: Negative influence:1. Canada’s population is aging 100.0 1. The work area is not protected

from effects of weather100.0

2. Global economy faces uncertainty regarding another slow down

56.1 2. Materials are not delivered on time to task location

88.6

3. Drawings and specifications are often not complete and require updates

54.4 3. The materials delivered have quality problems

78.8

4. Natural gas prices (dollar/GJ) are currently low

47.8 4. Stringent safety rules are negatively affecting productivity

74.9

5. The available supervisors for construction projects in Alberta is not adequate

46.9 5. The work area is congested 65.0

47

Area 2 Findings:Process parameters (work sampling proportions) and their relationship to CLP

Work Sampling

Proportions and

Productivity

Analysis of Work

Sampling Proportions

47

Result: The relationship between work sampling proportions and CLP was tested and a predictive model was developed.

Tool Time and Productivity

Process Parameters: Work sampling proportions categories

WS Categories (Construction Industry Institute [CII] 2010)

48

General WS Category

CII WS Category Definition

Direct Direct Work Exertion of physical effort directed towards an activity or towards assistingin an activity

Support

Preparatory Work

Receiving assignments, determining requirements prior to performingtasks; includes stretching activities, safety talks, start-card processing,and discussions to plan tasks

Tools and Equipment

Obtaining, transporting, and adjusting tools or equipment in preparation ofperforming direct work

Material Handling Transportation of materials from one part of the facility to another

Delay

Waiting Periods of waiting or idleness, even if workers are attentive to on-goingwork by others

Travel Walking or riding either empty-handed or without tools, materials, ortechnical information

Personal Time taken or periods of idleness during normal work-hours (excludesnormal unpaid breaks but includes paid breaks)

Direct Work Proportions: All buildings concreting activities

49

Wall concreting activity showed the highest median direct work (tool time) proportion.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Column Concreting Slab Concreting Wall Concreting

Wor

k S

ampl

ing

Pro

porti

on

Direct Work (Tool Time) Proportions of Concreting Activities

Min = 15

25th % = 27Med = 31

75th % = 53

Max = 67

Min = 25

25th % = 37Med = 44

75th % = 57

Max = 76

Min = 23

25th % = 38

Med = 51

75th % = 61

Max = 76

0%

10%

20%

30%

40%

50%

60%

70%

80%


Wor

k S

ampl

ing

Pro

porti

on

Support Work Proportions of Concreting Activities

Support Work Proportions: All buildings concreting activities

Column concreting activity showed the highest median support work proportion.

50

Min = 0

25th % = 20

Med = 31

75th % = 39

Max = 68

Min = 6

25th % = 9Med = 13

75th % = 18

Max = 30

Min = 2

25th % = 20Med = 25

75th % = 30

Max = 45

0%

10%

20%

30%

40%

50%

60%

70%


Wor

k S

ampl

ing

Pro

porti

on

Delay Proportions of Concreting Activities

Delay Proportions: All buildings concreting activities

Slab concreting activity showed the highest median delay proportion.

51

Min = 0

25th % = 16

Med = 37

75th % = 47

Max = 57

Min = 14

25th % = 21

Med = 40

75th % = 49

Max = 59

Min = 5

25th % = 18

Med = 25

75th % = 32

Max = 52

Tool Time and Productivity: Correlation analysis of slab concreting activity

A very weak positive correlation between tool time (direct work proportion) and CLP was observed for slab concreting activity.

52

CLP as a function of direct work proportion for slab concreting activity

The strength of the correlation ( ) between tool time and CLP was 0.104 and the significance (p-value) of the relationship was 0.652, which is not significant at a 95% confidence interval (p < 0.05).

-1.00 -0.80 -0.60 -0.40 -0.20 0.00 0.20 0.40 0.60 0.80 1.00

Direct work

Preparatory work

Tools and equipment

Material handling

Waiting

Travel

Personal

Correlation coefficient ( -value)

Wor

k Sa

mpl

ing

Cat

egor

ies

Work Sampling and Productivity: Correlation analysis of slab concreting activity

Correlation analysis between the other six work sampling proportions and CLP for slab concreting activity did not show much improvement as compared to the correlation between direct work and CLP. In addition, the correlation results were not statistically significant.

Correlation between work sampling and CLP for slab concreting activityVery weak negative ( = - 0.12)

Very weak negative ( = - 0.06)

Moderate positive ( = 0.40)

Very weak negative ( = - 0.17)

Weak positive ( = 0.28)

Very weak positive ( = 0.10)

Very weak positive ( = 0.09)

54

Result: A system CLP model that integrates work sampling proportions with influencing factors and practices was

developed to predict and optimize CLP.

Area 3 Findings:Optimizing CLP using the developed models

CLP System Model

Optimizing CLP

CLP System Model Formulation:Moderated system model

55

1. Do factors and practices affect construction labour productivity?2. Do work sampling (WS) proportions affect the strength of this relationship?

RESEARCH QUESTIONS

Xi : Independent Variables Z : Dependent Variable

Yj: Moderator Variables

Factors and Practices

WS Categories

CLP

Direct Preparatory Personal

Crew Size Crew composition

Weather (temperature)

Work scope location

Labour Productivity

D : I and P OD : I and P O

MODERATED CLP MODELMODERATED CLP MODEL

Inputs (man-hours)

Conversion Technology

(work method)

Outputs(quantities)

Top Parameters Positively Impacting CLP Based on Field Data: All buildings

56

All concreting projects combined

Positive Impact: Changing the parameters as follows will lead to an increase in CLP

1. Increasing trust in foreman by craftspeople2. Increasing project work times using scheduled overtime 3. Structural element type (working on slabs and walls as compared to columns

and footings)4. Implementing a labour productivity measurement practice5. Increasing availability of tools6. Higher direct work proportion

Top Parameters Negatively Impacting CLP Based on Field Data: All buildings

57

All concreting projects combined

Negative Impact: Changing the parameters as follows will lead to a decrease in CLP

1. Increasing owner staff on site2. Higher personal time proportion3. Delaying approval of shop drawings and sample materials4. Increasing fatigue of craftspeople (increasing weekly work hours)5. Frequent change of foreman6. Concrete placement technique (using crane and bucket instead of pumps)7. Longer unemployment periods

Development of CLP Improvement: Strategies for optimizing CLP

To optimize the key parameters, the developed CLP models are run as follows:

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Select one parameter ( ) and keep other parameters fixed at their average values.

Predict CLP by varying the parameter ( ) from its worst case scenario to its best case scenario using the developed CLP models

Compute productivity gain

,

,

,

,

CLP Gain

All Buildings Concreting Activity:CLP improvement strategies

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Optimizing the following key CLP parameters for concreting activity in all buildings can lead to improved CLP.

Parameter Productivity Gain1. Structural element type (working on slabs and walls as compared to

columns and footings)141.6%

2. Higher direct work proportion 126.4%3. Decreasing owner staff on site 110.8%4. Decreasing length of unemployment period 85.3%5. Increasing project work times using scheduled overtime 84.7%6. Lower personal time proportion 76.7%7. Increasing availability of tools 75.7%8. Timely approval of shop drawings and sample materials 69.1%9. Implementing a labour productivity measurement practice 68.4%10. Concrete placement technique (using pumps instead of crane and

bucket)60.7%

11. Decreasing fatigue of craftspeople (decreased weekly work hours) 54.2%12. Increasing craftspeople trust in foreman 15.7%13. Minimizing change of foreman 4.4%

Path Forward

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• Examining the impact of one or more key influencing parameters (e.g., concrete placement technique or site congestion) on CLP

ASSISTING STRUCTURED CLP-BASED SCENARIO ANALYSIS

• Evidence-based training manuals • Virtual representation of the construction conversion process

FACILITATING TRAINING OF PROJECT SUPERVISORS

• Establishing the relationship between motivation & crew performance

• Extending study to predict productivity at project & industry levels

FURTHER INVESTIGATION

Key Results and Recommendations Workshop

June 9, 2016

Donadeo Innovation Centre for Engineering (ICE),University of Alberta

8-207 Patrick D Daniel/ Enbridge Conference Room

$50/person for both sessions

All registrations include a catered lunch

12:00 pm – 1:00 pm

SESSION I: IMPROVING CONSTRUCTION LABOUR PRODUCTIVITYDr. Abraham Tsehayae and Dr. Aminah Robinson Fayek

9:00 am – 12:00 pm

Gain essential knowledge regarding critical parameters influencing labour productivity and how they can be utilized for enhanced project success.

SESSION II: CRITICAL PROJECT PRACTICES AND PEOPLE SKILLSDr. Moataz Omar and Dr. Aminah Robinson Fayek

1:00 pm – 4:00pm

Benefit from insight on the most vital project practices and people skills for enhancing the cost and schedule performance of construction projects.

Please send completed registration forms toCassandra Ommerli

[email protected] 780-492-1228

Thank You

Questions &

Discussion

Dr. Aminah Robinson Fayek

NSERC Industrial Research Chair in Strategic Construction Modeling and Delivery

Ph: [email protected]

www.strategic-construction.ualberta.ca

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