Managing Performance in Construction


Managing Performance in Construction

The material in Managing Productivity in Construction is presented using two integrated
media: the traditional textbook and the supporting website, the latter
which offers additional supplementary materials for students to explore, if they
Some of the chapters contain features called header problem and/or workedout
problem, positioned at ‘‘pressure points.’’ Both features are nontraditional, in
that they are embedded in real-world situations that can occur during a construction
project. Rather than providing straightforward solutions, they guide readers
through problem-solving exercises, requiring them to make assumptions and collect
and analyze data; the problems conclude with a discussion of the results, adding a
qualitative component and final recommendations to make to a ‘‘virtual boss.’’
Each chapter ends with a chapter review and bibliography. The chapter review
includes three components: (1) journal questions, (2) traditional homework problems,
and (3) open-ended problem. The journal questions are tailored to each
chapter and can be selected by the teacher to amplify the generic outline of a
Managing Performance in Construction covers a wide spectrum of topics in 11
chapters, beginning with the concept of productivity measurements and process
modeling. Here is a quick overview of the chapters:
Chapter 1, ‘‘Indicators of an Industry in Transition,’’ identifies some of
the early indicators of an industry in transition. A major change in the way we design,
plan, and even control construction projects will be caused by the industrywide
adoption of the Building Information Modeling (BIM) system. This thrust
will be accompanied by the further growth of e-construction management, which
will eventually digitally link construction equipment in real time to a project’s website.
Another major impact on the industry is the drive toward sustainable and
ecoefficient construction.

Chapter 2, ‘‘Productivity in the Spotlight,’’ describes the many different
ways productivity is measured. It details the concept of process productivity in
construction, while highlighting the causes of nonproductive work. This chapter
also presents the seven types of muda, Japanese for ‘‘waste,’’ or ‘‘wasteful activity,’’
a very effective concept first introduced by Taiichi Ohno, Toyota’s chief engineer.
In short, a plan has little meaning if it is not accompanied by a method to
control the process to meet it. Thus, the chapter introduces scientific methods to
measure how well construction is progressing on the most critical level: the production
process. Finally, it offers various methods useful in identifying the factors

leading to high, as well as poor, productivity.

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