See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/286037490

Managing Performance in Construction

Article · June 2010

DOI: 10.1002/9780470638996

CITATIONS READS

82 432

2 authors, including:

Leonhard E. Bernold

215 PUBLICATIONS 3,425 CITATIONS

SEE PROFILE

All content following this page was uploaded by Leonhard E. Bernold on 07 October 2024.

The user has requested enhancement of the downloaded file.

E1FTOC 02/27/2010 10:9:49 Page 5

Contents

Preface xi

Chapter 1 Indicators of an Industry in Transition 1

1.1 Breaking Interoperability Barriers 1
1.2 Construction Becomes Sustainable 2
1.3 E-Construction Management 3
1.4 Linking Up to Smart Construction Equipment 5
1.5 Highly Successful Engineering Managers 5
Chapter Review 8
Bibliography 9

Chapter 2 Productivity in the Spotlight 13

2.1 Measuring National Productivity 13
2.2 Basic Relationships Affecting Productivity 15
2.3 Factors Related to Process Productivity 17
2.3.1 Necessary Work Resources 17
2.3.2 Job Fitness 19
2.3.3 Where the Rubber Meets the Road: The Process 19
2.3.4 Value-Added and No-Value-Added Outputs 24
2.3.5 Control Mechanisms for Keeping Processes on Target 26
2.4 Taxonomy of Work Time 32
2.5 Gauging Construction Process Efficiency 37
2.5.1 Scientific Measurements of Individuals at Work 39
2.5.2 Measuring Value-Added Work 41

v
E1FTOC 02/27/2010 10:9:49 Page 6

vi Contents

2.5.3 The Continuous Time Study 44

2.5.4 Work Sampling 48
2.5.5 Sensor-Based Work Measurement 52
2.6 Identifying Critical Impact Factors 54
2.6.1 Understanding the Cause of Inefficiency 55
2.6.2 Functions for Corrective Interventions 58
2.6.3 Critical Success Factors 60
2.6.4 Bipolar Success Factor Analysis 63
Summary 67
Chapter Review 69
Bibliography 73

Chapter 3 Cornerstones of Efficient Site Operation 77

3.1 Return of the Master-Builder 77
3.1.1 Separating Design from Construction Expertise 78
3.1.2 The Rise of Constructability Expertise 79
3.1.3 The Emergence of Intelligent Building Data Models 81
3.2 Planning the Supply, and Resupply, of the Construction Process 81
3.2.1 Modeling the Construction Input Supply Chain 82
3.3 Top-Down Frameworks for Managing Projects 85
3.3.1 Organizational Structures That Facilitate Integration 86
3.3.2 Sequencing the Plan, Start to Finish 88
3.4 Bottom-Up Quantitative Planning 89
3.4.1 Defining the Process Model 90
3.4.2 Computing Process Production 90
3.4.3 Optimizing the Process 99
3.5 Process Synchronization in the Supply Chain 103
3.5.1 Costly Two-Way Ripples in the Supply Chain 103
3.5.2 Just-in-Sequence Material Supply 105
Chapter Review 116
Bibliography 118

Chapter 4 Introduction to Simulation and Its Use in Modeling Production Systems 123
4.1 Building Simulation Models 129
Chapter Review 139

Chapter 5 A Case Study: Applying Simulation to Tunnel Construction 143

5.1 Project Background 143
5.2 Preparation Work: Understanding the Construction Process 145
5.2.1 Shaft Construction 146
E1FTOC 02/27/2010 10:9:49 Page 7

Contents vii

5.2.2 Tunnel Construction 147

5.3 Developing the Simulation Model 153
5.3.1 Assumptions and Input 153
5.3.2 Simulation Model 156
5.4 Running the Model and Deriving Results 164
5.5 Analyzing the Operation 165
Chapter Review 168

Chapter 6 Competencies That Drive the Company 173

6.1 Generic Work Competencies for the Twenty-First Century 174
6.2 Managerial Competencies of Productive Organizations 175
6.2.1 Hierarchical Structure of Construction Companies 175
6.2.2 Diverse Expectations of a Precast Plant Manager 178
6.2.3 Core Competencies of a Precast Plant Manager 182
6.3 Gaining Competency through Learning and Training 187
6.3.1 The Learning Organization (LO) 188
6.3.2 Taxonomies for Learning and Training 189
6.3.3 Teaching and Learning around the Circle 194
6.3.4 The Learning Curve 196
6.3.5 The Relearning Curve 200
6.4 Job-Oriented Training and Competency Development 204
6.4.1 Personal Learning Strengths Dictate Progress 204
6.4.2 Designing a Confidence-Building Process 206
6.5 Becoming a Learning Organization (LO) 209
Chapter Review 214
Bibliography 216

Chapter 7 Productivity in a Healthy and Safe Work Environment 223

7.1 Two Health Stresses that Affect Productivity 223
7.2 The Engine That Drives—and Limits—Human Work 225
7.2.1 A Look Into the ``Boiler Room'' 225
7.2.2 Calculating Sustainable Energy Use 227
7.3 Ergonomics in Construction 230
7.3.1 Biomechanics 231
7.3.2 The Endangered Human Spine 233
7.3.3 Hand-Arm and Whole-Body Vibrations 236
7.3.4 Factors Leading to Hearing Loss 239
7.3.5 Impact of Heat and Cold Stress on Productivity 242
7.4 A Modern Debilitating Disease: Job Stress 247
7.4.1 Modeling Stressors 248
7.4.2 The Coping Mechanism 249
E1FTOC 02/27/2010 10:9:49 Page 8

viii Contents

7.5 The Silent Epidemic: Workplace Harassment 250

7.5.1 What Are Mobbing and Bullying? 250
7.5.2 The Common Pattern of Mobbing 251
7.5.3 What Should Employers Do—and Not Do? 253
7.5.4 Sexual Harassment 254
Chapter Review 256
Bibliography 258

Chapter 8 The Complexity of Human Motivation 263

8.1 Background 263
8.2 Behavioral Aspects of the Human Mind 264
8.3 Intrinsic versus Extrinsic Motivation 266
8.4 Maslow's Needs-Based Motivators 266
8.5 Vroom's Expectancy Theory 267
8.6 Herzberg's Two-Factor Theory 273
8.7 Measuring Job Satisfaction 275
8.8 Job Enrichment 278
8.8.1 Enrichment Schemes 278
8.8.2 Designing a Job Enrichment Program 280
Chapter Review 281
Bibliography 282

Chapter 9 Performance Factors of Leaders and Teams 285

9.1 Is a Manager Also a Leader? 286
9.2 Theories about Effective Leadership 290
9.2.1 The Managerial Grid Model 290
9.2.2 Theory X and Theory Y 291
9.2.3 Fiedler's Contingency Model 292
9.2.4 Burns's Transactional and Transformational
Leadership Models 295
9.2.5 Hersey-Blanchard Situational Theory 296
9.2.6 Managers with Emotional Intelligence 298
9.3 Power and Problems of Teamwork 302
9.3.1 Team Dynamics 302
9.3.2 Important Team Characteristics 304
9.3.3 Life Cycle of a Working Team 305
9.3.4 Group Dynamics 308
9.3.5 Team Building 311
9.3.6 Planning an Effective Team 313
9.3.7 Launching the Team 317
9.3.8 Tools Used by High-Performance Teams 319
E1FTOC 02/27/2010 10:9:49 Page 9

Contents ix

9.4 Basics about Creativity 326

9.4.1 Convergent Thinking 326
9.4.2 Divergent Thinking 327
9.4.3 Left-Brain/Right-Brain Collaboration 328
9.4.4 Attributes of a Creative Individual 329
9.4.5 Exercises to Break-Down Blockers of Creative Thinking 330
Chapter Review 331
Bibliography 334

Chapter 10 Communication: The Nerve System of Construction 339

10.1 Engineering Drawings: The Ancient Communications Medium 340
10.1.1 The Evolution of Models and Blueprints 340
10.1.2 Will It Work? 345
10.1.3 The Internet Revolution 347
10.1.4 Costly Gaps in Electronic Communications 348
10.1.5 On the Communication Trail 350
10.2 Communication Strategies Employed by Organizations 355
10.2.1 Main Functions of Communication 356
10.2.2 Communication as the Enabler of Managerial Functions 356
10.2.3 Strengths and Weaknesses of Various
Communication Media 359
10.2.4 The Effect of Distance on Media Selection 361
10.2.5 Matching Media to Meeting Objectives 361
10.2.6 Local Communication Patterns 365
10.3 Logistics of Project Information 369
10.3.1 Interorganizational Information Flow 370
10.3.2 Information Flow on the Project Net 372
10.3.3 Traditional Communication Patterns 373
10.3.4 Agent-Based, Ubiquitous On-Site Communications 377
10.3.5 Improvements in and Opportunities for Wireless
Communication 381
Chapter Review 386
Bibliography 388

Chapter 11 Performance Management 395

11.1 Historical Recap of Key Management Concepts 395
11.2 From Measuring to Managing Performance 398
11.3 A Corporation's Balanced Scorecard 400
11.4 Performance Management of the Supply Chain 407
11.4.1 Defining Appropriate Performance Measures 408
11.4.2 Framework for Managing Supply Performance 412
E1FTOC 02/27/2010 10:9:49 Page 10

x Contents

11.5 Performance Management at the Task Level 414

11.5.1 Improvement through Motion Studies 414
11.5.2 Improvement through Intervention Ergonomics 420
Chapter Review 423
Bibliography 425

Glossary 427
Index 447

View publication stats