Post on 13-Apr-2017
COMMUNICATIONCOMMUNICATION
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COMMUNICATIONThere are different communication instruments, suchas: e-mail document telephone meeting contracts specifications reports manuals schedules calculations
COMMUNICATION drawings computer files Disks print-outs photographs agenda’s and minutes of meetings The management of documentation and
communication used in a project is used by a number of subcontractors, the storage and retrieval thereof for further use.
COMMUNICATIONSTANDARDISATION OF COMMUNICATION The main purpose of standardisation is to
develop a specific level of conformity. This process of standardisation has certain
advantages for the management of a project, such as:
Less different documents. Revised drawings overtake the other
drawings. Records are easy to handle.
COMMUNICATION Training is simpler and more uniform. Communication planning and especially -
control is simpler. Better utilisation of documents and the
compiling thereof. Easy to use in one project or another,
although these are totally different projects.
COMMUNICATION Standardisation contributes to
increased productivity. The documents and communication
from one project to the next are the same or similar.
Therefore less confusion is created.
COMMUNICATIONCOMMUNICATION PLAN Communication planning brings the
project together. The project manager and head office staff
are at the heart of the project’s information and control system.
It is the project manager’s responsibility to develop the project organisation structure.
To develop the project’s communication plan and lines of communication.
COMMUNICATIONThe communication plan should outline: Who is responsible for lines of communication? Who is the sender and who is the receiver? What are the scope of communication and the format
adopted? How the message, drawings etc are send to all parties
interested. What method would be the most appropriate? Is it: e-mail document telephone meeting
COMMUNICATION presentation Feedback (confirm message received
and understood – document control)Filing system: retrieval storing disaster recovery
COMMUNICATIONCOMMUNICATION FLOW AND
INSTUMENTSFormal communicationCommunication flows in four directions: 1. downwards 2. upwards 3. Horizontally4. laterally
These basic communication flows are:
smallersuppliers
Smallersuppliers
Main SupplierSub-contractors
QuaintlySurveyors
SiteFormanSite Agents
SiteManagers
DesignTeam
ProjectManager
Communication flows
COMMUNICATIONInformal communication In the construction industry, the
following are informal communication methods:
Regular contact-face to face E mailing Phone call Team Meetings
COMMUNICATIONProject communication instruments Project communication Internal External Between members of an organisation
at all levels in order to achieve a mutual goal or goals.
COMMUNICATION To achieve goals, it is necessary to
communicate or interact at various levels of the organisation.
This is known as internal communication. Members also have to communicate with
individuals or groups who are not members of the project.
This is referred to as external communication.
COMMUNICATION
Subcontractor BSubcontractor A
Web Browser
General Contractor
Web Browser
Web Browser
XML XML
XML
Message Agent
Message Agent
Message Agent
Platform: IBM PCOS: Window 2000 ProfessionalFTP server: IIS 5.0
Platform: IBM PCOS: LinuxFTP server: WuFTP
Platform: IBM PCOS: Window 2000 ProfessionalFTP server: IIS 5.0
DataSynchronization
Subcontractor BSubcontractor A
Web Browser
General Contractor
Web Browser
Web Browser
XML XML
XML
Message Agent
Message Agent
Message Agent
Message Agent
Message Agent
Message Agent
Platform: IBM PCOS: Window 2000 ProfessionalFTP server: IIS 5.0
Platform: IBM PCOS: LinuxFTP server: WuFTP
Platform: IBM PCOS: Window 2000 ProfessionalFTP server: IIS 5.0
DataSynchronization
COMMUNICATION
Time-BasedSchedule
WWP
ResourceVendor
Item-BasedSchedule
Task-BasedSchedule
Work packageBreakdown
WWPPlanning
ResourceLimitation
Other External Information
Other participants
No
Yes
General Contractor
Data Collection
Data Conversion
CommunicationTime-Based
ScheduleWWP
ResourceVendor
Item-BasedSchedule
Task-BasedSchedule
Work packageBreakdown
WWPPlanning
ResourceLimitation
Other External Information
Other participants
No
Yes
General Contractor
Data Collection
Data Conversion
Communication
Weekly work plan (WWP)
COMMUNICATION-CITED-SMITH AND CRONJI (2001)
Projectmanager
ArchitectEngineers Quantity surveyor
QS teamsEngineeringteams
Downward
Horizontal
Lateral Upward
Communication flowsSited-Smith and Cronji (2002)
Project communication instruments
Project communication
Internal communication External communication
COMMUNICATION AND PRODUCTIVITY
Communication
High performance
High Productivity
Internalcommunication
Externalcommunication
TeamworkMotivation
CultureTechnology
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 Satisfaction
Effort Rewards
Ability and Skill of worker
COMMUNICATION RANKING-RESULT OF A SURVEYBivariate/ inferential analysis Bivariate/ inferential analysis examines the relationship between the research
variables and case studies by applying correlation coefficient and chi-
square test development of a hypothesis and sub-
hypothesis
COMMUNICATION RANKING-RESULT OF A SURVEY 16 case studies with a high level of
productivity. 16 case studies with a low level of productivity
were investigated in the London area. All of the construction firms who participated
in the case studies are involved in providing homes for Housing Associations.
COMMUNICATION In order to test the hypothesis and sub-
hypothesis the following technique was used: Data from the 32 case studies is fed onto a
spreadsheet containing all the information that is related to site productivity.
Communication was also amongst collected data.
The rating for communication was set from 1 to 5.
Scale 1 is least and scale 5 is rated as best.
COMMUNICATION RANKING-RESULT OF A SURVEY The relationship between influencing
factors and the productivity level is tested. The correlation co-efficient and the chi-
square test was used. Output from the analysis is tabulated and
highly significant factors affecting productivity was ranked (see table below).
Determinants (Variable)
Chi-square test (x2)
Corrltn Coefficient (r)
Significance Level of Association (p)
Ranks
Pre-Construction Activities D1-Client brief D2-Project objectives D3-Specification D4-Design and build-ability D5-Contractual arrangement D6-Planning D7-Scheduling D8-Estimating
8.14 6.14 13.32 12.83 12.50 6.15 8.96 6.14
0.67 0.41 0.67 0.74 0.55 0.48 0.61 0.36
P<0.01 P<0.01 P<0.001 P<0.001 P<0.001 P<0.01 P<0.001 P<0.01
5th 7th 1st 2nd 3rd 6th 4th 8th
Results relating to project/site manager characteristic
Determinant (Variable)
Chi-square test (x2)
Corrltn Coefficient (r)
Significance Level of Association (p)
Ranks
Site/Project manager characteristic D9-Experience/capability D10-Manager leadership style D11-Authority/influence D12-Goal commitment D13-Project/site manager involvement
21.20 10.16 21.89 12.48 8.54
0.87 0.48 0.69 0.62 0.61
P<0.001 P<0.001 P<0.001 P<0.001 P<0.001
2nd 4th 1st 3rd 5th
Determinant (Variable)
Chi-square test (x2)
Corrltn Coefficient (r)
Significance Level of Association (p)
Ranks
Management Factor D14-Clarity of tasks D15-Team work D16-The style of management D17-Safety management
12.52 12.52 10.16 6.14
0.75 0.62 0.64 0.36
P<0.001 P<0.001 P<0.001 P<0.001
1st 2nd 3rd 4th
Determinant (Variable)
Chi-square test (x2)
Corrltn Coefficient (r)
Significance Level of Association (p)
Resource Management-Box 4
D18-Labour Selection
1.24 -0.09 P<0.1(No significance)
D19-Labour Control
21.20 0.75 P<0.001
D20-Material Selection 21.20 0.67 P<0.001 D21-Material Handling
10.78 0.74 P<0.001
D22-Plant 10.90 0.56 P<0.001
Waste on site following
D29-Design change
1.12 0.42 P<0.1(No significance)
D30- Design error
8.0 0.55 P<0.001
D31-Bad workmanship
9.14 0.56 P<0.001
D32-Bad handling of material
0.5 0.09 P<0.5(No significance)
Delays and Disruption on site Caused by
D34-Contractors action
9.62 0.72 P<0.001
D35-Late arrival of materials Determinant (variable)
5.58 0.34 P<0.01
D36-Late arrival of machinery
2.1 0.28 P<0.1(No significance)
D37-Client’s action
1.65 0.34 P<0.1(No significance)
D38-Design team mistakes
1.13 0.17 P<0.1(No significance)
D39-Sub-contractors action 1.14 0.39 P<0.1(No significance)
D40-Bad weather
0.28 0.18 P<0.5(No significance)
Determinant (Variable)
Chi-square test (x2)
Corrltn Coefficient (r)
Significance Level of Association (p)
Ranks
Management System D23-Site planning D24-Communication D25-Controlling D26-Coordinating
8.53 12.50 4.50 15.40
0.34 0.68 0.42 0.74
P<0.001 P<0.001 P<0.02 P<0.001
3rd 2nd 4th 1st
Results related to labour characteristics Determinant (Variable)
Chi-square test (x2)
Carlton Coefficient (r)
Significance Level of Association (p)
Ranks
Labour Characteristics D27-Subcontracting Labour D28-Direct Labour
28.24 17.88
0.87 0.72
P<0.001 P<0.001
1st 2nd
Results related motivating factors and hygiene factors Determinants (Variable)
Chi-square test
(x2)
Corrltn Coefficient (r)
Significance Level of Association (p)
Ranks
Motivating Factors D41-Achievement D42-Recognition D43-Work itself D44-Responsibility D45-Advancement D46-Growth Hygiene Factors D47-Company policy D48-Supervision D49-Relationship with above D50- Relationship with equal D51- Relationship with below D52-Status D53-Job security D54-Salary D55-Personal Factors
15.39 8.13 0.82 16.00 15.18 4.38 0.18 20.74 6.16 6.14 6.35 0.53 8.53 17.89 0
0.77 0.48 0.13 0.94 0.56 0.44 0.21 0.94 0.30 0.43 0.38 -0.17 0.55 0.82 -0.19
P<0.001 P<0.001 P<0.1 (no significance) P<0.001 P<0.001 P<0.02 (no significance) P<0.5 (no significance) P<0.001 P<0.01 P<0.01 P<0.01 P<0.5 (no significance) P<0.001 P<0.001
4th
8th
12th
3rd
5th
11th
14th
1st
9th
10th
7th
13th
6th
2nd
151h
DEVELOPMENT OF A MODEL CONSIDER VARIABLES WITHIN THE
PROCESS MODEL CONSIDER ALL SFACTORS-
INETERNAL AND EXTERNAL DEVELOP A RELATIONSHIP BETWEEN
PRODUCTIVITY AND EFFECTIVE COMMUNICATION
DEVELOP A PROCESS MODEL READ ABOUT PRINCE 2-NOT
RECOMMENDED.