Improving construction planning through 4D planning
- Authors: Allen, Christopher James
- Date: 2007
- Subjects: Construction industry -- Management , Construction industry -- Computer-aided design
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: vital:9698 , http://hdl.handle.net/10948/467 , http://hdl.handle.net/10948/d1011923 , Construction industry -- Management , Construction industry -- Computer-aided design
- Description: Construction Planning will increasingly play a more critical role within the realm of the Built Environment. Existing practices used to plan and communicate the construction process to be undertaken are failing to deliver the desired results for construction companies and clients alike. At a time of unprecedented growth in the industry around the world, which is leading to a general skills shortage, especially in management positions, construction planners are increasingly being asked to deal with more responsibility. As with other industries, technological improvement in the tools at their disposal is one way to address the inadequacies of the present situation. Increasingly, three dimensional design packages are being used to generate construction information which can then be used for quantities calculations, automated manufacturing processes and construction simulation. The latter forms the basis for their use in the process of planning, through new technologies being developed as virtual construction tools or 4D planning, the addition of time to the 3D model environment, but using the elements within the model as the basis for the construction programme. The benefit of using the design information to form the basis of the programme is that the interface tasks and logistical activities, as well as location related constraints, can be identified and then communicated to all levels within the construction team through a time based visual image. The purpose of this study is therefore to establish a scientifically analysed alternative method for the creation, review and delivery of construction programmes. In order to achieve the research objectives, three methodologies have been employed. Firstly, the literature review in the fields of planning including existing methodologies and previous research of 4D related techniques has been analysed. An overview of the perceived weaknesses to current practises and proposed solution will be explored and best case scenarios outlined and further investigated. Secondly, the 51 Lime Street project provides an environment in which the proposed 4D planning techniques have been implemented and the benefits of the process can, through observation / participation methodology, be validated. Thirdly, through interview questionnaires, with Lime St contractors and management, and e-mail questionnaires to a broader sample stratum, data on the ability of the tools, the techniques employed on 51 Lime Street and similar projects have been collated and statistically analysed to validate the reliability and relevance for future implementation. The result of the research will provide management teams with a practical alternative to existing planning methodologies. Construction planners will have alternative technique that can further enhance their role within the project team whilst increasing their ability to communicate the team’s vision to a wider audience, making them and the project more efficient and effective in the process. It has been proposed that clients insist on the use of 3D from the commencement of the design process so that this information can be passed downstream through the construction process and onto facilities management. Planners need to be able to communicate their requirements better and the 4D planning models provide both a more inclusive way of planning alongside a better communications medium in the form of moving images. A picture tells a thousand words.
- Full Text:
- Date Issued: 2007
- Authors: Allen, Christopher James
- Date: 2007
- Subjects: Construction industry -- Management , Construction industry -- Computer-aided design
- Language: English
- Type: Thesis , Masters , MSc
- Identifier: vital:9698 , http://hdl.handle.net/10948/467 , http://hdl.handle.net/10948/d1011923 , Construction industry -- Management , Construction industry -- Computer-aided design
- Description: Construction Planning will increasingly play a more critical role within the realm of the Built Environment. Existing practices used to plan and communicate the construction process to be undertaken are failing to deliver the desired results for construction companies and clients alike. At a time of unprecedented growth in the industry around the world, which is leading to a general skills shortage, especially in management positions, construction planners are increasingly being asked to deal with more responsibility. As with other industries, technological improvement in the tools at their disposal is one way to address the inadequacies of the present situation. Increasingly, three dimensional design packages are being used to generate construction information which can then be used for quantities calculations, automated manufacturing processes and construction simulation. The latter forms the basis for their use in the process of planning, through new technologies being developed as virtual construction tools or 4D planning, the addition of time to the 3D model environment, but using the elements within the model as the basis for the construction programme. The benefit of using the design information to form the basis of the programme is that the interface tasks and logistical activities, as well as location related constraints, can be identified and then communicated to all levels within the construction team through a time based visual image. The purpose of this study is therefore to establish a scientifically analysed alternative method for the creation, review and delivery of construction programmes. In order to achieve the research objectives, three methodologies have been employed. Firstly, the literature review in the fields of planning including existing methodologies and previous research of 4D related techniques has been analysed. An overview of the perceived weaknesses to current practises and proposed solution will be explored and best case scenarios outlined and further investigated. Secondly, the 51 Lime Street project provides an environment in which the proposed 4D planning techniques have been implemented and the benefits of the process can, through observation / participation methodology, be validated. Thirdly, through interview questionnaires, with Lime St contractors and management, and e-mail questionnaires to a broader sample stratum, data on the ability of the tools, the techniques employed on 51 Lime Street and similar projects have been collated and statistically analysed to validate the reliability and relevance for future implementation. The result of the research will provide management teams with a practical alternative to existing planning methodologies. Construction planners will have alternative technique that can further enhance their role within the project team whilst increasing their ability to communicate the team’s vision to a wider audience, making them and the project more efficient and effective in the process. It has been proposed that clients insist on the use of 3D from the commencement of the design process so that this information can be passed downstream through the construction process and onto facilities management. Planners need to be able to communicate their requirements better and the 4D planning models provide both a more inclusive way of planning alongside a better communications medium in the form of moving images. A picture tells a thousand words.
- Full Text:
- Date Issued: 2007
An incentive motivational approach to enhance successful delivery of construction projects
- Authors: Ndihokubwayo, Ruben
- Date: 2014
- Subjects: Employee motivation , Construction industry -- Management , Project management , Construction industry -- Public relations
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9727 , http://hdl.handle.net/10948/d1020649
- Description: The South African construction industry is faced with challenges which impede on successful project delivery. While incentives have been recognised as motivational tools for individual employees to achieve certain goals, the South African construction industry has not fully exploited the various avenues to initiate motivational approaches aligned with project objectives to enhance successful delivery of construction projects. This study is therefore aimed at exploring which monetary and non-monetary incentives would compel construction and consultant team members to improve successful project delivery. The study adopted a deductive approach whereby hypotheses were formulated based on motivation theories and applied them in construction project team situations. In this regard, the extensive literature related to motivation theories such as the hierarchy of needs, incentives, organisational commitment, and teamwork environment were reviewed. A web survey was adopted for the empirical data gathering by means of a questionnaire e-mailed to nationwide selected construction and consultant firms. Data analysis was done by means of ranking, paired sample test, T-Test, ANOVA test, Mann- Whitney, Kruskal-Wallis test of association, and the Principal Component Analysis (PCA). The reliability test was done using Cronbach’s alpha coefficient of reliability. In total, 164 respondents participated in the study. It was revealed that there was a statistically significant difference between mean rankings of motivational factors, and organisational commitment was perceived as the most important motivational factor that compelled construction and consultant team members to achieve project success. There was no statistically significant difference between various demographics (gender, qualification, and experience) pertaining to self-development needs, organisational commitment, and teamwork environment motivational factors, except age groups, which displayed a statistically significant difference in self-development needs and teamwork environment. There was a statistically significant difference between mean rankings of monetary and non-monetary incentives, and non-monetary incentives were preferred to monetary incentives in achieving higher performance. There was no statistically significant difference between various demographics (gender, age, qualification, and experience in the construction industry) of construction and consultant team members pertaining to monetary and non-monetary incentives. There was no statistically significant difference between mean rankings of primary project objectives aligned with monetary incentives, where time was perceived as the most important. There was no statistically significant difference between various demographics (gender, qualification, and experience in the construction industry) of construction and consultant team members pertaining to project objectives aligned with incentives, except age groups which displayed a statistically significant difference in project objectives aligned with monetary and non-monetary incentives. Two models have been developed based on the PCA results of project objectives aligned with monetary and non-monetary incentives. Each model consisted of four parts, namely project objectives, demographic information, short-run project-based interventions, and long-run interventions. The PCA results showed monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve secondary project objectives, such as the provision of work opportunities to SMMEs. In the long-run, this confirms the usefulness of the CIDB initiative consisting of the provision of work opportunities to SMMEs through the National Contractor Development Programme (NCDP) guidelines. The PCA results showed non-monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve primary project objectives, such as quality. In the long-run, a continuous improvement mechanism by various construction industry stakeholders is deemed necessary to maintain project delivery standards.
- Full Text:
- Date Issued: 2014
- Authors: Ndihokubwayo, Ruben
- Date: 2014
- Subjects: Employee motivation , Construction industry -- Management , Project management , Construction industry -- Public relations
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9727 , http://hdl.handle.net/10948/d1020649
- Description: The South African construction industry is faced with challenges which impede on successful project delivery. While incentives have been recognised as motivational tools for individual employees to achieve certain goals, the South African construction industry has not fully exploited the various avenues to initiate motivational approaches aligned with project objectives to enhance successful delivery of construction projects. This study is therefore aimed at exploring which monetary and non-monetary incentives would compel construction and consultant team members to improve successful project delivery. The study adopted a deductive approach whereby hypotheses were formulated based on motivation theories and applied them in construction project team situations. In this regard, the extensive literature related to motivation theories such as the hierarchy of needs, incentives, organisational commitment, and teamwork environment were reviewed. A web survey was adopted for the empirical data gathering by means of a questionnaire e-mailed to nationwide selected construction and consultant firms. Data analysis was done by means of ranking, paired sample test, T-Test, ANOVA test, Mann- Whitney, Kruskal-Wallis test of association, and the Principal Component Analysis (PCA). The reliability test was done using Cronbach’s alpha coefficient of reliability. In total, 164 respondents participated in the study. It was revealed that there was a statistically significant difference between mean rankings of motivational factors, and organisational commitment was perceived as the most important motivational factor that compelled construction and consultant team members to achieve project success. There was no statistically significant difference between various demographics (gender, qualification, and experience) pertaining to self-development needs, organisational commitment, and teamwork environment motivational factors, except age groups, which displayed a statistically significant difference in self-development needs and teamwork environment. There was a statistically significant difference between mean rankings of monetary and non-monetary incentives, and non-monetary incentives were preferred to monetary incentives in achieving higher performance. There was no statistically significant difference between various demographics (gender, age, qualification, and experience in the construction industry) of construction and consultant team members pertaining to monetary and non-monetary incentives. There was no statistically significant difference between mean rankings of primary project objectives aligned with monetary incentives, where time was perceived as the most important. There was no statistically significant difference between various demographics (gender, qualification, and experience in the construction industry) of construction and consultant team members pertaining to project objectives aligned with incentives, except age groups which displayed a statistically significant difference in project objectives aligned with monetary and non-monetary incentives. Two models have been developed based on the PCA results of project objectives aligned with monetary and non-monetary incentives. Each model consisted of four parts, namely project objectives, demographic information, short-run project-based interventions, and long-run interventions. The PCA results showed monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve secondary project objectives, such as the provision of work opportunities to SMMEs. In the long-run, this confirms the usefulness of the CIDB initiative consisting of the provision of work opportunities to SMMEs through the National Contractor Development Programme (NCDP) guidelines. The PCA results showed non-monetary incentives could be a useful project-based intervention mechanism in the short-run to achieve primary project objectives, such as quality. In the long-run, a continuous improvement mechanism by various construction industry stakeholders is deemed necessary to maintain project delivery standards.
- Full Text:
- Date Issued: 2014
- «
- ‹
- 1
- ›
- »