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How to Encourage Problem-Solving in Your Construction Workforce

In construction, many of the phone calls and emails received are from companies or people presenting a problem they are experiencing. Construction managers and team members take that problem and form a solution for the customer or their business.

To provide quality solutions, construction team members need to be well-versed in problem-solving. What is problem-solving? It’s the process involved in identifying a problem , developing solutions to the issue and then taking the right course of action.

Honed problem-solving skills can lead to a stronger team, enhanced construction safety procedures and ultimately better service for customers. But how do construction managers encourage problem-solving in their construction teams? Are there steps that can help employees grow their problem-solving skills? Yes! Construction professionals can help their construction teams improve their skills and empower themselves by following these tips.

Problem-Solving Steps to Follow

The problem-solving process looks different depending on the problem being tackled, but following a problem-solving guideline ensures construction professionals can solve the right issues and pick the most effective solutions.

The steps given below are beneficial for managers to follow and are an excellent resource for team members to develop their problem-solving skills:

1. Identify the problem: First, a construction team must ensure they identify the problem correctly.

2. Analyze the problem: Next, team members should consider the problem’s causes.

3. Brainstorm solutions: A team can work together to generate a list of possible solutions to the problem. Thinking creatively can help with this step.

4. Develop the solution: Look through the list of possible solutions and choose the best one.

5. Allocate roles: Construction managers should decide who will be responsible for helping implement the solution. If necessary, different roles should be allocated to different people.

6. Implement the solution: Go through with the solution and fix the problem.

7. Evaluate the solution: Ask for feedback. Take that feedback and incorporate it into future problem-solving strategies.

What Helps Encourage Problem-Solving in Team Members?

An important starting point to help encourage problem-solving in team members is restructuring the team to be a self-directed unit. Self-directed units often are created to tackle projects and tasks and feature ample amounts of collaboration , which is ideal for solving issues and improving productivity in construction.

Self-directed teams can help elevate the group and ensure they are empowered to do their job and remedy issues effectively. Beyond self-directed teams, it’s also necessary to embody certain qualities that will ensure construction teams feel encouraged to problem-solve.

Trust and Comfortability

There needs to be a strong element of trust between team members. This is true whether the team is handling customer problems or internal issues, such as addressing broken construction equipment. Every individual should feel comfortable speaking up with their ideas and potential solutions, especially while brainstorming answers. Team members need to trust each other, and they need to know that their managers trust them.

For managers to fully show a team they are trustworthy, workers must be left to make decisions on their own and have at least some level of authority over the choices they make. The team must feel they are united and working together to reach their goal and aren’t continually being overseen by a manager. This allows them to view the solutions they develop as their own and have a sense of responsibility.

Responsibility

Each team member must build up a sense of responsibility for the problems they are trying to solve. A great way to develop responsibility is for the team to delegate specific tasks to each group member. When the tasks are completed, the whole group can come together and unite their pieces to get the whole.

If team members have a sense of ownership over a part of the project, they will also feel ownership over the complete project since every individual will contribute. Having delegated tasks encourages team members to do their best to work toward the common goal of solving the problem.

What Can Managers Do to Help Encourage Problem-Solving?

The previous section dealt with the hands-off portion of encouraging team members to problem-solve, but managers still need to participate in the process. Managers will still need to guide team members and help encourage their problem-solving skills with the following approaches.  

Provide Feedback and Answer Questions

Learning how to effectively problem-solve doesn’t come naturally to some people. It takes work and having that backboard to bounce questions and ideas off of is beneficial for team members learning to solve problems.

When something is done right, construction managers should make sure they acknowledge it. Especially in construction, it is easy to breeze over small wins when the team is always problem-solving. If the team is doing a great job, managers should notice them for that and give them kudos.

Engage the Team in Focus Areas

Engaging your workforce is easier said than done. But it’s worth the effort if you want to target your employees’ energy toward identifying and addressing the biggest issues on a work site. Make this task easier by making training and awareness resources available for everyone.

For example, some construction companies take advantage of industry-wide pushes like National Work Zone Awareness Week to offer extra resources and events for workers. Others feature employee spotlights and recruiting efforts for Women in Construction Week each March. Creating specialized events can help expose team members to new ideas and jog excitement about tackling industry problems throughout the year.

Give Employees Autonomy

For the larger-picture problems that high-authority professionals must solve, they should be sure to include their employees. They should ask workers for their feedback, especially if the issue includes changes to an internal process.

Employees need to be allowed to aid in making decisions on the task level, but managers also need to show them they value their problem-solving skills for more strategic questions.

If managers can delegate tasks to them  and give them more authority, they should do so. If team members feel they have authority, it often makes them feel encouraged. Higher-ups should challenge them with tasks that can help them grow and offer training to support their growth.

Problem-Solving Tips for Construction Teams

As long as these simple steps and tips are followed, any construction team will quickly develop their problem-solving skills. They will soon have the skills necessary to manage any on-the-job issue, whether internal or external. All the managers have to do is give them the tools they need to succeed, be a mentor for them and trust them.

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What Are the Best Problem-Solving Techniques for a Construction Engineer?

Last Updated on June 11, 2023 by Admin

As a construction engineer , problem-solving is an essential part of your job. The efficient execution of construction projects depends on how well you can manage unexpected challenges and obstacles that arise along the way. Given the complexity of many construction projects, it is vital to have a good problem-solving toolkit at your disposal. In this article, we explore the key problem-solving techniques that construction engineers can use to navigate the challenges they face.

Table of Contents

Understanding the Role of a Construction Engineer

A construction engineer is a professional who plays a vital role in the construction industry . They are responsible for overseeing the design, planning, and implementation of construction projects. A construction engineer is a highly skilled individual who has a deep understanding of the construction process, including the various materials, techniques, and tools used in the industry.

The role of a construction engineer is critical because they are responsible for ensuring that construction projects are delivered on time, within budget, and to the required quality standards. They work closely with architects, contractors, and suppliers to ensure that projects are completed successfully.

Key Responsibilities of a Construction Engineer

Construction engineers have a wide range of responsibilities that require a combination of technical, managerial, and interpersonal skills. Some of their key responsibilities include:

• Developing project plans and timelines: Construction engineers are responsible for creating project plans that outline the scope of the project, the timeline for completion, and the resources required to complete the project. They work closely with architects and contractors to ensure that the project plan is feasible and realistic.
• Preparing cost estimates and budgets: Construction engineers are responsible for preparing cost estimates and budgets for construction projects. They consider factors such as labor costs, material costs, and equipment costs when preparing these estimates.
• Overseeing the hiring of contractors and suppliers: Construction engineers are responsible for hiring contractors and suppliers to work on construction projects. They evaluate bids and proposals from potential contractors and suppliers to ensure that they are qualified and capable of completing the project.
• Monitoring construction progress and ensuring quality standards are met: Construction engineers are responsible for monitoring construction progress and ensuring that quality standards are met. They inspect construction sites regularly to ensure that work is being done according to plan and that safety standards are being followed.
• Ensuring compliance with safety regulations and legal requirements: Construction engineers are responsible for ensuring that construction projects comply with safety regulations and legal requirements. They work closely with regulatory bodies to ensure that projects are compliant with local, state, and federal regulations.

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Challenges Faced by Construction Engineers

Despite careful planning and preparation, construction projects face a range of challenges that can derail progress and interrupt timelines. Some of the most common challenges that construction engineers face include:

• Unforeseen design changes: Design changes can occur during the construction process, which can impact the timeline and budget for the project. Construction engineers must be able to adapt to these changes and ensure that they are implemented in a timely and efficient manner.
• Unavailability of resources and materials: Construction projects require a wide range of resources and materials, and delays in the delivery of these items can impact the timeline for the project. Construction engineers must be able to manage these delays and ensure that the project stays on track.
• Weather-related delays and disruptions: Weather-related delays, such as heavy rain or snow, can impact the construction process and delay the timeline for the project. Construction engineers must be able to plan for these delays and adjust the project timeline accordingly.
• Budget overruns: Construction projects can be expensive, and it is not uncommon for projects to go over budget. Construction engineers must be able to manage costs and ensure that the project stays within budget.
• Safety incidents and accidents: Construction sites can be dangerous places, and safety incidents and accidents can occur. Construction engineers must be able to manage these incidents and ensure that safety standards are being followed to prevent future incidents.

Overall, the role of a construction engineer is critical to the success of construction projects. They are responsible for managing resources, coordinating teams, and ensuring that projects are delivered on time and within budget. Despite the challenges that they face, construction engineers are highly skilled professionals who play an essential role in the construction industry.

Importance of Problem-Solving in Construction Engineering

Construction engineering is a challenging field that requires a unique set of skills. One of the most critical skills that construction engineers must possess is problem-solving. The ability to quickly assess a situation and come up with effective solutions can help keep projects on track and within budget. Here are some of the critical areas where problem-solving skills come in handy for construction engineers:

Navigating Complex Projects

Construction projects are often complex and involve many moving parts. From managing subcontractors to coordinating with architects and engineers, there are many different components to consider. The ability to analyze and understand the different components of a project is essential to delivering it successfully. This requires a problem-solving mindset that can break down complex issues into smaller, manageable tasks.

For example, imagine that you are working on a project that involves building a new hospital. There are many different stakeholders involved, including doctors, nurses, and hospital administrators. Each group has different needs and requirements, and it can be challenging to balance them all. A construction engineer with strong problem-solving skills can assess the situation and come up with a plan that meets everyone’s needs.

Ensuring Safety and Compliance

The construction industry is heavily regulated, with safety standards and legal requirements that must be followed. Construction engineers must stay up to date with these regulations and ensure that their projects comply with them. The ability to identify compliance issues and come up with effective solutions is an essential part of the job.

For example, imagine that you are working on a project that involves building a new high-rise building. There are many safety regulations that must be followed to ensure that the building is safe for occupants. A construction engineer with strong problem-solving skills can identify potential safety hazards and come up with solutions to mitigate them.

Managing Time and Resources

Construction projects operate under tight timelines and budgets. The ability to manage time and resources effectively is essential to delivering projects on time and within budget. Problem-solving skills can help construction engineers identify areas where resources can be optimized to achieve project objectives.

For example, imagine that you are working on a project that involves building a new bridge. The project has a tight deadline, and there are limited resources available. A construction engineer with strong problem-solving skills can identify ways to streamline the construction process and optimize the use of available resources to ensure that the project is completed on time and within budget.

In conclusion, problem-solving skills are essential for construction engineers. They help navigate complex projects, ensure safety and compliance, and manage time and resources effectively. By developing strong problem-solving skills, construction engineers can deliver successful projects that meet the needs of all stakeholders.

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Top Problem-Solving Techniques for Construction Engineers

Here are some of the most effective problem-solving techniques that construction engineers can use to navigate the challenges they face:

Root Cause Analysis

Root cause analysis is a problem-solving technique that involves identifying the underlying causes of a problem. The technique involves asking a series of “why” questions to get to the root cause of the problem. Once the root cause has been identified, construction engineers can come up with effective solutions to prevent the issue from occurring again.

Brainstorming and Mind Mapping

Brainstorming and mind mapping are creative problem-solving techniques that involve generating ideas and organizing them visually. These techniques are useful for generating ideas and solutions in a collaborative and structured environment.

The 5 Whys Technique

The 5 whys technique is a problem-solving technique that involves asking “why” questions to get to the root cause of a problem. The technique involves asking a series of five “why” questions to identify the underlying cause of the problem. Once the root cause has been identified, construction engineers can come up with effective solutions to prevent the issue from occurring again.

SWOT Analysis

SWOT analysis is a problem-solving technique that involves identifying the strengths, weaknesses, opportunities, and threats of a project. This technique is useful for understanding the internal and external factors that can affect a project’s success. By identifying these factors, construction engineers can come up with effective solutions to mitigate any risks.

Decision Matrix Analysis

Decision matrix analysis is a problem-solving technique that involves weighting and ranking multiple criteria to make a decision. This technique is useful for evaluating different options and choosing the best one based on a set of pre-defined criteria.

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Implementing Technology to Aid Problem-Solving

In addition to problem-solving techniques, construction engineers can also leverage technology to aid in problem-solving. Here are some of the key technologies that can be used:

Building Information Modeling (BIM)

BIM is a digital representation of a building or infrastructure project. The technology allows for collaboration between different stakeholders, which can help identify potential issues and solutions before construction begins. BIM can be used to optimize workflows, reduce errors and waste, and improve project outcomes.

Project Management Software

Project management software is a tool that can help construction engineers manage projects more effectively. The software allows for the creation of project plans, schedules, and budgets. It also provides real-time visibility into project progress and helps teams collaborate more effectively.

Virtual Reality and Augmented Reality

Virtual reality and augmented reality technologies can be used to simulate construction projects in a virtual environment. This technology can help identify potential issues and visualize solutions before construction begins. The use of VR and AR can help reduce errors, improve safety, and optimize workflows.

As a construction engineer, problem-solving skills are essential to delivering successful construction projects. By understanding the different problem-solving techniques and leveraging technology, construction engineers can navigate the challenges they face and ensure that projects are delivered on time and within budget.

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Problem solving in construction.

When the end of a construction project is near, results must be measured. If results aren't the ones you and your team expected, then clearly something went wrong in the process. It's not enough to only check the end result, the whole process needs to be evaluated as it goes. Learn more about proper problem solving in construction. 

Establishing a problem solving framework for your construction project

Traditional project management is generally the framework that construction professionals follow to organize and complete their construction project. Within that framework, milestones need to be set as a way of evaluating quality and progress of the construction project. If these milestones aren't set, then quality control cannot exist, and thus the end results will suffer greatly. A few tips on how to place the proper framework for your construction project:

• Establish milestones or KPIs 

A construction project needs to be broken down into smaller projects. Each project must reach a milestone and follow a Key Performance Indicator. Establish what these are, and by what date should they be achieved.

• Establish minimum quality standards for materials 

Materials need to comply not only with legal regulations, but also with budget, and with the original design. If these terms are not met, then they need to be replaced by better and more satisfying materials. Establish this rule beforehand with your providers and procurement personnel. 

• Assign responsibility to team members

All stakeholders need to have a level of responsibility. They will be held accountable when things go right and wrong. It is this person's job to deliver on their assigned tasks on time and format. 

• Behavior manual

Establish a behavior procedure or manual with your staff. If something goes wrong, then what should they do? Given them enough room to make decisions on the spot as to not cause any more delays or budget overruns in the long term. 

• Contingency plans

If something gets out of hand, or cannot be fulfilled (like a missed deadline), there needs to be a contingency plan in place to correct these mistakes. 

With these tips in mind, your construction will be more resilient to any complication that may come your way. 

Problem Solving Skills in Construction

In the construction industry, fixing issues is what trained professionals do on a daily basis. Things don’t often go according to plan, so possessing problem-solving skills is a key character trait of successful project managers.

Today, with the aid of modern technology, we can approach problems from a data-driven standpoint and provide solutions to them. Years ago, this was unthinkable, but today it has become a reality. Solving problems and decision making is a regular activity in the construction business, but nobody was born with problem-solving skills. Rather, it is a skill that is honed via experience and relentless application.

Steps to solving construction project problems

Problem-solving is a learned skill that can be developed over time. Find below some steps you can deploy to develop your problem-solving skills so as to become a successful project manager .

• Identity the root cause of the problem: The first step to solving a problem is to identify the root cause of the problem. Root cause identification will offer you clarity about what needs to change.
• Identify the stake of all participants in the process: You cannot solve the problem on your own unless it is a limited one. Identify the parties involved and prioritize their recommendations.
• List all the possible solutions that come to mind: Brainstorm to come out with every conceivable outcome.
• Evaluate all solutions: Evaluating all solutions will help you identify the ones that will address the issue. Rating the success of each solution with a 0-10 rating helps.
• Pick the best option: From your list of solutions, pick the one with the best rating.
• Expand the solution: Expand the possible outcome of your desired solution by writing down in detail the far-reaching implications of executing it.
• Make Contingency Plans: A change in the expected outcome of your solution may have a knockdown effect on your plan. To avoid this, make a contingency plan by consulting your list for other solutions. You can do this by making a plan using your next best solution.

Problem-solving may or may not require a step by step process. You may also need to use the recommendations of others to achieve the best possible outcome. This is why it is important to seek the opinion of other people involved in the process or those who will be affected by the eventual outcome. And finally, recording problems and the solutions adopted to solve them creates a very healthy database for the future . Consulting your database from time to time will open you to a new perspective and improve your problem-solving skills maximally.

Do you have tips on solving construction project problems? Let us know in the comments section below!

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What Is Problem Solving in Project Management? Here’s Everything You Need to Know

• Written by Contributing Writer
• Updated on August 4, 2023

In project management , problem-solving is a crucial and necessary skill. Whether you have failed to consider every possible factor impacting a project, a problem arises through no fault of your own, or conditions change that create issues, problems must be addressed promptly to keep projects on track.

In this article, we will define problem-solving and how it impacts projects, provide real-world examples of problem-solving, and give you a structured, step-by-step process to solve problems. We’ll also show you how earning a project management certification can help you gain practical experience in problem-solving methods.

What Is Problem-Solving?

Problem-solving is a process to identify roadblocks or defects that arise during a project. A structured system to define problems, identify root causes, brainstorm and test solutions, and monitor results can affect change to improve performance and overcome challenges.

Effective problem-solving enables teams to deal with uncertainties or gaps in planning to minimize the impact on outcomes.

The Importance of Problem-Solving in Project Management

During a project and operation, problems can arise at any time. You may find that your planning before launching a product, for example, did not consider all the factors that impact results. You may find that you were too optimistic about project timelines, performance, or workforce. Or, as many of us discovered over the past few years, supply chain disruption may make even the best project plans obsolete.

Regardless, your job is identifying, solving, and overcoming these problems. Project managers must be skilled in leading team members through a structured approach to resolving problems.

Proactive problem-solving requires careful consideration of all the variables in a project, including preparation to:

• Achieve project objectives
• Address obstacles before they arise
• Manage project risks and contingency plans
• Manage communication and collaboration
• Provide a framework for time and cost management
• Provide a pathway for continuous improvement

Also Read: 10 Tips on How to Increase Productivity in the Workplace

Problem-Solving Steps in Project Management

While the process you choose to solve problems may vary, here is a seven-step framework many project managers use. This problem-solving method combines primary and secondary problem-solving steps.

#1. Define the Problem

• Gather data and information from key stakeholders, team members, and project documentation. Include any relevant reporting or data analysis
• Itemized key details, such as a description of the problem, timelines, outcomes, and impact
• Frame the issue as a problem statement

A good example of a problem statement might be: An unexpected demand spike has exceeded our current production capacity. How can we still meet customer deadlines for delivery?

#2. Analyze Root Causes

• Break down issues into smaller components to diagnose bottlenecks or problems
• Identify the organizational, mechanical, environmental, or operational factors that contribute
• Distinguish between one-time issues vs. systematic, ongoing areas that need improvement

When analyzing root causes, it’s common to find multiple factors contributing to a problem. As such, it is essential to prioritize issues that have the most significant impact on outcomes.

#3. Brainstorm Potential Solutions

• Holding specific sessions focused on brainstorming ideas to resolve root causes
• Build on ideas or suggest combinations or iterations
• Categorize solutions by types, such as process or input changes, adding additional resources, outsourcing, etc.)

In brainstorming, you should refrain from immediately analyzing suggestions to keep ideas coming.

#4. Evaluate Potential Solutions

• Reframe the problem and concern for team members, providing a framework for evaluation such as cost, timing, and feasibility
• With ideas in hand, it is time to evaluate potential solutions. Project managers often employ strategies such as weighted scoring models to rank ideas.
• Consider the pros and cons in relation to project objectives

As you narrow the list, getting additional insight from subject matter experts to evaluate real-world viability is helpful. For example, if you are proposing a process change in operating a machine, get feedback from skilled operators before implementing changes.

#5. Decide on a Plan of Action

• Make a decision on which course of action you want to pursue and make sure the solution aligns with your organizational goals
• Create an action plan to implement the changes, including key milestones
• Assign project ownership, deadlines, resources, and budgets

Defining what outcomes you need to achieve to declare success is also essential. Are you looking for incremental change or significant improvements, and what timeline are you establishing for measurement?

#6. Implement the Action Plan

• Communicate the plan with key stakeholders
• Provide any training associated with the changes
• Allocate resources necessary for implementation

As part of the action plan, you will also want to detail the measures and monitoring you will put in place to assess process outcomes.

#7. Monitor and Track Results

• Track solution performance against the action plan and key milestones
• Solicit feedback from the project team on problem-solving effectiveness
• Ensure the solution resolves the root cause, creating the desired results without negatively impacting other areas of the operation

You should refine results or start the process over again to increase performance. For example, you may address the root cause but find a need for secondary problem-solving in project management, focusing on other factors.

These problem-solving steps are used repeatedly in lean management and Six Sigma strategies for continuous improvement.

Also Read: 5 Project Management Steps You Need to Know

How Project Management Tools Can Help You in Problem-Solving

Project management software can guide teams through problem-solving, acting as a central repository to provide visibility into the stages of a project.

The best project management software will include the following:

• Issue tracking to capture problems as they arise
• Chat and real-time collaboration for discussion and brainstorming
• Templates for analysis, such as fishbone diagrams
• Action plans, assigning tasks, ownership, and accountability
• Dashboards for updates to monitor solutions
• Reporting on open issues, mitigation, and resolution

Examples of Problem-Solving

Here are some examples of the problem-solving process demonstrating how team members can work through the process to achieve results.

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After analyzing the data, a project team identifies the root cause as inefficient onboarding and account configurations. They then brainstorm solutions. Ideas include re-architecting the software, simplifying onboarding steps, improving the initial training and onboarding process, or applying additional resources to guide customers through the configuration process.

After weighing alternatives, the company invests in streamlining onboarding and developing software to automate configuration.

A Project Was at Risk of Missing a Hard Deadline Due to Supplier Delays

In this case, you already know the root cause: Your supplier cannot deliver the necessary components to complete the project on time. Brainstorming solutions include finding alternative sources for components, considering project redesigns to use different (available) components, negotiating price reductions with customers due to late delivery, or adjusting the scope to complete projects without this component.

After evaluating potential solutions, the project manager might negotiate rush delivery with the original vendor. While this might be more expensive, it enables the business to meet customer deadlines. At the same time, project schedules might be adjusted to account for later-than-expected part delivery.

A Construction Project Is Falling Behind Due to Inclement Weather

Despite months of planning, a major construction project has fallen behind schedule due to bad weather, preventing concrete and masonry work. The problem-solving team brainstorms the problem and evaluates solutions, such as constructing temporary protection from the elements, heating concrete to accelerate curing, and bringing on additional crews once the weather clears.

The project team might decide to focus on tasks not impacted by weather earlier in the process than expected to postpone exterior work until the weather clears.

Also Read: Understanding KPIs in Project Management

Improve Your Problem-Solving and Project Management Skills

This project management course delivered by Simpliearn, in collaboration wiht the University of Massachusetts, can boost your career journey as a project manager. This 24-week online bootcamp aligns with Project Management Institute (PMI) practices, the Project Management Professional (PMP®) certification, and IASSC-Lean Six Sigma.

This program teaches skills such as:

• Agile management
• Customer experience design
• Design thinking
• Digital transformation
• Lean Six Sigma Green Belt

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5 Essential Project Management Steps You Need to Know

Project Management Frameworks and Methodologies Explained

13 Key Project Management Principles and How to Use Them

Project Management Phases: A Full Breakdown

How To Develop a Great Project Management Plan in 2023

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Problem-Solving Techniques & Decision Making in Construction

• Posted by Red Learning
• Categories Project Management
• Date April 22, 2024
• Comments 0 comment

Construction projects are riddled with unforeseen challenges and unexpected problems. Effective problem-solving and sound decision-making are fundamental skills for PMI CP s to ensure projects stay on track and achieve their goals. Here’s a breakdown of key strategies to navigate complex situations:

The Importance of Problem-Solving & Decision Making in Construction:

• Minimizing Project Disruptions:  Quick and effective problem-solving prevents delays and keeps projects moving forward.
• Reduced Project Costs:  Identifying and addressing problems early on minimizes costly rework and resource waste.
• Improved Project Quality:  Sound decision-making leads to better solutions, enhancing project quality and meeting stakeholder expectations.
• Enhanced Risk Management:  Effective problem-solving helps identify and mitigate potential risks proactively.
• Increased Team Confidence:  Strong decision-making fosters team confidence in project leadership.

Problem-Solving Techniques for PMI CP s:

• Define the Problem:  Clearly identify the root cause of the problem to prevent addressing symptoms instead of the core issue.
• Data Gathering:  Collect relevant information through observation, data analysis, and stakeholder input.
• Brainstorming Solutions:  Encourage team participation to generate creative and diverse

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Construction Project Management 101

By Diana Ramos | November 14, 2015 (updated November 1, 2023)

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If you’re new to construction project management, this article will walk you through the must-know basics , commonly used business models for construction projects , and the role of a project manager in construction projects  so you can master the skills and expertise needed to manage dynamic, time-sensitive construction projects of all sizes.

You’ll also learn about the best universities to study construction project management  and hear from industry experts  to better understand best practice tips and tricks when it comes to construction project management.

What Is Construction Project Management (CPM)?

Construction project management refers to the processes needed to successfully complete a construction project. Construction project managers ensure that all elements of a construction project are supported and executed efficiently throughout the project lifecycle.

At its most fundamental level, construction project management handles the coordination, execution, and planning of a construction project , whether it’s agricultural, residential, commercial , institutional, industrial, heavy civil, or environmental.

Construction project management typically includes complicated tasks that can shift wildly, depending on the work at hand, and it requires strong skills in communication, deep knowledge of the building process, and the ability to problem-solve. Construction project management is a complex field, requiring knowledge in many different areas like finance, mediation, law, business, and more.

History of Construction Management

Construction managers have played an important role since the rise of complex building projects. In early construction projects, an architect oversaw operations, but over time the manager role has gradually become more specialized, and more complex.

Into the Renaissance, individual architects began to be known for their designs, like Sir Christopher Wren of England. Wren designed and built buildings in the late 17th and early 18th centuries, including the masterpiece St. Paul’s Cathedral, that help give London its rich countenance. Wren had a breadth of knowledge that would foreshadow the types of skills needed on a complicated construction project, with expertise in advanced mathematics and physics, as well as in design. He was on his building sites every day overseeing every phase of the works.

The rules of project management began to take shape across corporate America around the time of World War II, and by the 1950s, they were guiding civil construction projects. This meant that the phases and tenets of managing a construction engineering project were now being applied to a variety of corporate projects.

More and more details of managing a construction project can be done digitally (see software section below), and that trend is expected to grow. Mobile-friendly technology and software are set to play a major role in the field, as a younger workforce is more comfortable with the technology, and it will allow the work to be managed and tracked from anywhere.

Roles of Construction Manager and Contractor

Construction managers and contractors play key roles in project execution. Construction managers coordinate and oversee building work, and also ensure participants adhere to budgets and schedules. Contractors work closely with construction managers and are responsible for the hands-on construction work.

To learn more about this role, read our comprehensive guide to commercial construction management .

First up in any construction project is the design phase, and when that’s finished, the construction project manager opens the bidding process to interested contractors. To qualify for consideration, contractors must be able to show they can handle public safety; decision-making, engineering, drafting, human resources, and time, cost, and quality management. The contractors who meet these guidelines are then chosen through low-bid selection, best-value selection, or qualifications-based selection — all common measures.

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The Construction Project Bid Selection Process

In the project bid selection process, the project owner first shares information to a large group of contractors, and then solicits bids from them. Once the project owner selects a bid, both parties agree on a payment model.

Types of Construction Project Bids

A contractor can expect two kinds of bids:

• Open Bid : Open bids apply to public projects and are usually advertised. With an open bid, any contractor can put in an offer.
• Closed Bid : The process for a private project starts with a closed bid, wherein the owner invites a select group of contractors to send in their bids.

Methods of Construction Project Bid Selection

Whether the owner chooses an open or a closed bid process for the project, the bids will then come in, and the selection of a contractor can commence based on a number of criteria:

• Low-Bid Selection : The bottom line — aka the price — is the main focus for the project owner. The winning contractor is the one who submits the lowest price for the project.
• Qualifications-Based Selection : In this process, the project owner asks contractors to submit with their bid a request for qualifications (RFQ), which summarizes the contractor’s experience, plans for management, organizational flow, and success in staying on budget and on schedule. The project owner then chooses the contractor with the best qualifications.
• Best-Value Selection : In this approach, the project owner considers both the bid price and the contractor’s qualifications to find the best combination of cost and skill set.  

Types of Construction Project Payment Models

The next and final step after an owner chooses a contractor is to negotiate a payment agreement. Both parties typically select from four payment models:

• Lump Sum : A lump-sum contract is the most prevalent choice. The project owner and the contractor come together on the overall cost for the work, and the owner must pay that amount, regardless of the project’s success or if the final bill surpasses the initial quoted price.
• Cost-Plus-Fee : As the name suggests, cost-plus-fee includes the total cost of the project as well as a fixed fee percentage of the overall cost to the contractor, all of which the owner must pay. This is the most contractor-friendly arrangement, since it covers all additional costs.
• Guaranteed Maximum Price : With a guaranteed maximum price contract, the owner and contractor agree on a set price that the total cost and fee cannot exceed.
• Unit Price : If the two parties can’t agree on the cost ahead of time, they opt for a unit-price model, in which the owner pays out a specific unit price throughout each phase of the project.

The Construction Management At-Risk Delivery Method

Construction Management at Risk (CMAR) is a delivery method wherein the construction manager completes a project for a guaranteed maximum price (GMP). The manager helps set the GMP during development and design, and is then liable for any additional costs.

In addition to acting in the owner's interest, the construction manager must control construction costs to stay within the GMP. Because the arrangement guarantees a maximum payment, low bids are typically not considered. Instead, the construction manager will work toward fulfilling the financial goal through other avenues.

The advantage of a CM at-risk arrangement is budget management. Before a project's design is completed (six to 18 months of coordination between designer and owner), the construction manager is involved with estimating the cost of constructing a project based on the goals of the designer and owner (design concept) and the project's scope, all while achieving optimal quality. The construction manager will have to be ready for potential changes to balance the costs, schedule, quality, and scope of the project while still meeting the financial goals.

For example, instead of a redesign, the construction manager may suggest modifications instead. Or if the owner decides to expand the project, the team will have to make adjustments before pricing. To keep a handle on the budget before design is complete and construction crews are called up, the construction manager conducts site visits and purchases major items ahead of demand.

Advantages : In this arrangement, the construction manager assumes the risk, so he or she has an incentive to act in the owner's interest and to efficiently manage costs, considering GMP overruns would be the responsibility of the manager’s company.

Drawbacks : A cost overrun could cost the construction manager a great deal of money. The CM is allowed some mistake-related contingency, so there is a possibility that they will compensate by reducing the scope of the work to fit the GMP. Also, since the GMP is decided before design begins, it is difficult for owners to know whether they received the best possible bid.

Bottom Line : An at-risk delivery method is best for large projects — both complete construction and renovation — that are not easy to define, have a possibility of changing in scope, or must meet strict schedule deadlines. It can also be an efficient method in projects containing technical complexity, multitrade coordination, or multiple phases.

Accelerated Construction Techniques : Starting with its Accelerated Bridge Program in the late 2000s, the Massachusetts Department of Transportation began employing accelerated construction techniques, in which it signs contracts with incentives for early completion and penalties for late completion, and uses intense construction during longer periods of complete closure to shorten the overall project duration and reduce cost. The federal and California Departments of Transportation also employed this technique after the Northridge earthquake in 1994 to speed up repair of freeways in the Los Angeles area.

Contract and Design Models for Construction Projects

The bidding process is usually consistent no matter the type of construction project, but you can expect two business models in the construction industry:

• Design-Bid-Build Contracts : Both popular and prevalent, design-bid-build contracts allow the owner to choose a contractor after an architect or engineer completes the design phase.
• Design-Build Contracts : The opposite of design-bid-build, in a design-build contract, the design and construction phases are handled by the same party (referred to as the design-builder or the design-build contractor). This approach speeds up the project’s completion since the design and construction phases can happen simultaneously.

As noted in the two above models, the bidding process begins with the design phase. The design stage itself can be broken down into different approaches.

• Conceptual/Programming and Feasibility : This model uses the final vision of the building as the starting point to determine needs, goals, and objectives. Considerations include the building size, the number of rooms, how the space will be used, and even who will be using the space. This information is generally captured in a spreadsheet listing each room, the critical information about those spaces, and the approximate square footage of each area.
• Schematic Design : Schematic designs are drawings or sketches used to identify spaces, shapes, and patterns. Not every part of a construction project can be sketched, of course, but those that can be are in this type of design. The drawings note materials, colors, and textures. These sketches can also capture floorplans, where structures like elevators will be placed, and so on.

The 5 Phases of Construction Project Management

The five phases of the construction management process reflect those in traditional PM: project initiation, planning, execution, monitoring, and, once the team meets all completion goals, project closeout.

1. Initiation

Before the project starts, a project manager must develop and evaluate the business case to determine if the project is feasible and worth undertaking. Stakeholders may be asked to do their due diligence and to conduct feasibility testing, if needed. When all parties agree to proceed with the project, the project manager writes a project charter or project initiation document (PID), which includes both the business needs and the business case.

2. Planning

Next, the project team develops a road map for all involved. This includes the project management plan (PMP), a formal, approved document created by the project manager to guide execution and control, as well as set baselines for scope, cost, and schedule. You can also expect to see these documents in the planning phase:

• Scope statement and scope documentation : This defines the project’s business need, benefits, objectives, deliverables, and key milestones.

Work breakdown structure:  The work breakdown structure  breaks down the scope of the project into visual, manageable chunks.

Communication plan : This outlines all aspects of communication, from goals and objectives to roles to tools and methods. The communication plan creates a common framework that everyone can work from to avoid misunderstandings or conflict.

Risk management plan : This helps project managers identify  risks beforehand, including time and cost estimates that may not be met, potential budget cuts, shifting requirements, and a shortage of committed resources.

3. Execution

Now the work begins. Typically, all parties hold a kickoff meeting, then the project team begins the crucial work of assigning resources, implementing project management plans, setting up tracking systems, completing tasks, updating the project schedule, and if necessary, modifying the project plan.

4. Performance and Monitoring

The monitoring phase often happens concurrently with the execution phase. This phase is necessary to measure progress and performance and to ensure that items are in line with the overall project management plan.

This final phase marks the project’s completion. To mark the conclusion, project managers may hold a post-mortem meeting to discuss what parts of the project did and didn’t meet objectives. The project team then creates a punch list of any lingering tasks, performs a final budget, and issues a project report.

Learn more about the phases of project management .

Expert Tips for New Construction Project Managers

Managing construction projects can feel daunting for new managers. From getting hands-on experience and encouraging communication to committing to ongoing education, we’ve gathered some of the best advice from experts in the field.

Here are some top tips from six construction management experts:

"Passez du temps sur le chantier à observer le travail en cours et à poser beaucoup de questions. Sortez sur le terrain, salissez vos bottes et montrez du respect aux métiers qui font réellement le travail de construction des projets. Il est important que l'entrée- les CM de niveau comprennent les nombreux éléments de terrain, tels que la météo, les conditions du site, l'espace de stockage limité, la congestion du trafic, etc., qui peuvent avoir un impact sur les coûts, le calendrier, la qualité, la sécurité et les autres variables du projet que les CM sont responsables de la gestion.

— Barbara Jackson, auteure de Construction Management Jumpstart et directrice de la Franklin L. Burns School of Real Estate & Construction Management.

« Gardez la communication fluide. Les mauvaises nouvelles sont tout aussi importantes que les bonnes nouvelles. S'assurer que toutes les parties prenantes du projet sont au courant de ce qui se passe au travail minimisera les appels téléphoniques, les e-mails et les conférences téléphoniques au milieu d'une tentative de résolution ou de récupération d'un problème sur site.

— Dan Julien, directeur de Julien Management, consultant en construction et en gestion de projet pour certaines des plus grandes marques et des personnalités de premier plan.

"Engagez-vous dans une formation continue. L'industrie de la construction est en pleine mutation - les coûts, les systèmes de réalisation de projets, la technologie, la démographie et peut-être le plus important, les attentes en matière de durabilité ("verte"), ont tous un impact sur la manière dont les projets sont conçus, construits, gérés et financés. Les CM qui réussissent sont agiles et informés et comprennent les implications de ces nombreux changements. L'ancienne façon de faire les choses est en train de disparaître ; se tenir au courant de tout, des normes et codes aux pratiques de construction, en passant par la réalisation de projets collaboratifs, etc. sera requis."

— Alison Dykstra, AIA, fondatrice de Kirshner Books et auteure de Construction Project Management : A Complete Introduction et Green Construction : An Introduction to a Changing Industry.

"Dans la gestion de la construction, plus nous planifions, plus nous avons de la chance et plus notre projet réussit. La planification commence avant le début du projet, y compris la sélection des meilleures méthodologies de construction, la préparation du calendrier/programme de construction et l'organisation des ressources. et une planification hebdomadaire tout au long de la vie du projet pour s'assurer que toutes les tâches sont terminées."

"La construction est une question de travail d'équipe, et une bonne communication est essentielle pour chaque chef de projet. Vous devez communiquer avec votre équipe, vos sous-traitants, vos fournisseurs, votre client, les concepteurs, les autorités locales et parfois les voisins et le public."

— Paul Netscher, auteur de deux livres sur la gestion de projets de construction, dont Success Construction Project Management.

"N'arrêtez jamais d'étudier ou d'analyser tout ce que vous voyez dans un projet. Ne tenez jamais rien pour acquis. La profession de gestion de la construction exige une attention totale, un grand engagement et d'excellentes compétences d'apprentissage et d'analyse. L'innatendu."

— Vicente Barrera, qui a deux décennies d'expérience professionnelle dans la construction industrielle et les infrastructures. Il est actuellement chef de projet pour SENER, un groupe privé d'ingénierie et de technologie.

“My biggest piece of advice: Never stop learning. That was actually one of the major reasons why we created Construction Junkie. The construction industry may still do some of the same things we've done for decades, but there's always room for improvement and things should always be improving. Just look at the advances being made in concrete right now. Concrete has been used for centuries, but now scientists are figuring out ways for it to heal its own cracks and others are engineering ways to make permeable concrete strong enough for heavy concrete. If we stop learning, progress stops with it.”  

— Shane Hedmond, editor in chief of ConstructionJunkie.com

Top Construction Management Books for Beginners

We’ve collected the top construction management books to teach you how to manage contracts, avoid mistakes, and move a project through every stage of the process — whether you’re a beginner or simply looking to expand your knowledge in the field.

Construction Management JumpStart by Barbara J. Jackson

Written by an expert with over 20 years of experience as a licensed contractor, this bestselling guide provides a deep introduction into construction management basics, shares the latest techniques and tools of the trade, and includes today’s hot issues like sustainability and build information modeling (BIM). Readers will find out what it takes to be a construction manager with an aptitude quiz, learn the ins and outs of contract documentation, and build and maintain a project schedule. Learn more about Jackson's book.

Construction Project Management: A Complete Introduction by Alison Dykstra

Alison Dykstra, an architect and construction management teacher, offers an introduction to managing contracted construction projects in 25 chapters. The book walks through the early development stage through bidding, selecting a contractor, the construction itself, and closing out. She also covers frequently asked questions, like who the players are in construction and what each one does, and the link between the type of contract and how the contractor gets paid. Learn more about Dykstra's book.

Successful Construction Project Management: The Practical Guide by Paul Netscher

Geared toward construction professionals and students, this book by a construction professional provides a step-by-step guide to successfully managing a project, including a list of things not to do to avoid costly mistakes. Readers will learn about planning the project, scheduling, people, materials, quality, safety, subcontractors, contracts, finance, and more. Learn more about Netscher's book.

The Management of Construction: A Project Lifecycle Approach by F. Lawrence Bennett

This 2003 book introduces all aspects of construction management to students and professionals. It covers each stage of the construction project from conception to completion, design-build, and build-own-operate-transfer, and it discusses environmental issues important in 21st-century practice.

Rawlinsons Australian Construction Handbook

This massive and exhaustive reference book for the Australian construction industry is frequently updated. Now in its 35th edition, the handbook includes increased coverage of green design, sustainability, environmental management, and more.

Informative Articles on Construction Project Management

Even more valuable resources on construction project management can be found on the internet in the form of articles and reports. Here are two such documents that flesh out the role of the construction project manager in the building process.

The Risk in CM “At-Risk,” by Warner Strang

This PDF explains the pros and cons of the CM at-risk model from the owner’s and construction manager’s point of view, along with pointers on how to get the most out of the arrangement.

"What Is Construction Project Management?” by Gerardo Viera

This article breaks down the overlap between project management and construction management, outlining how knowledge of one can feed into the other.

The Stages of Construction Project Management

Construction management begins with the design stage, and then follows pre-construction and procurement. From there, the team completes construction and commissioning. Once the owner takes occupancy and ensures the building meets specifications, the project is closed out.

Here are the stages in a construction project:

This is the first stage of a construction project, and once it is completed, it signals the beginning of the bidding process. In design-bid-build contracts, the owner chooses a contractor based on completed designs.

In this stage, an architect or engineer first assesses the feasibility of the design based on regulations and codes of the building, as well as the number of rooms, the size of the building, and the amount of space. Then he or she creates schematic designs or sketches, researching the type of equipment and materials needed and their cost.

2. Pre-Construction

The bidding process is over and the owner has chosen a contractor. The contractor is then paired with the project team, including a contract administrator, project manager, field engineer, and superintendent. Then the team gets the site ready for construction. They conduct a site examination, test soil, and identify any possible unexpected situations, like environmental challenges.

3. Procurement

The project team purchases the required equipment, materials, and labor. In other words, the procurement stage is when the team buys everything it needs to complete the project. The complexity of this stage depends on the size of the project and the company. Large national construction companies usually have procurement departments that hire labor and purchase materials for hundreds of projects at once. On the other hand, for smaller projects, the superintendent may buy limited quantities of materials from local building supplies or hire a local laborer.

4. Construction

To kick off the construction phase, the superintendent will arrange a meeting with the subcontractors and material vendors to set the ground rules for working together. Then the team must get ready to start construction, completing activities like setting up temporary storage facilities, securing the site, developing a materials and handling plan, establishing safety programs, and more. After that, the team begins construction.

5. Commissioning

Once construction is completed, the commissioning stage begins. There are two parts to the commissioning process. First, the project team must test the systems and equipment to make sure everything is working correctly before turning over the building to the owner. Then the team must train the owner’s personnel in the operation and maintenance of the systems in the new building.

6. Owner Occupancy

When the owner moves into the new building, the warranty period starts. This ensures that all the materials, equipment, and building quality meet the expectations outlined in the contract. There are two types of warranties: express warranties (written and included in the contract) and implied warranties (established or required by law).

7. Project Closeout

This final phase ties up any loose ends. The team formally completes any remaining contractual obligations to finish the project. They may create a project punch list of any tasks that didn’t get accomplished and may conduct a post-project review, document lessons learned, archive project documents, or prepare a project completion report.

How to Budget For Construction Project Management

Project managers must always think about money. From estimating budgets before the project even starts to hiring and paying contractors, financial management is one of the most important parts of a successful project.

Here’s what you need to know about money matters in construction:

1. Construction Pricing and Contracting

There are a number of options when paying contractors and outlining price in contracts. In the competitive bidding process, contractors submit their bid to work on the project. These bids are either submitted on a lump-sum or unit-price basis, whichever the owner specifies. A lump-sum bid refers to the total price of work by the contractor. Unit-price bidding is used in projects where the amount of labor and materials are uncertain.

Instead of inviting competitive bidding, some private owners choose to award contracts to one or more selected contractors with negotiated contracts, which provides more flexibility in pricing. Negotiated contracts usually require reimbursement of direct project costs plus the contractor’s fee determined by one of these methods: cost plus fixed percentage, cost plus fixed fee, cost plus variable fee, target estimate, or guaranteed maximum price or cost.

2. Cost Estimation and Budgeting

A cost estimation is prepared in order to submit a bid for a construction project and is used to establish a budget for the project once it is won. The process includes determining the cost estimates from building, unit prices and lump-sum estimates, job sites and general overhead, bidding procedures, and labor costs. Cost estimates are sometimes prepared by a professional, such as a building estimator or a chief estimator. Even though the project manager may not be the sole person responsible for cost estimation, it is still necessary that he or she become familiar with the process to understand the scope of the project.

3. Cost-Control Monitoring

As the project begins, project managers need to quickly create a process to monitor project costs. The sooner the cost-control monitoring phase begins, the faster that project managers will be able to identify trouble spots. For example, if an item is significantly more expensive than the estimate, the project manager should identify the reason for the difference and see if that cost increase affects anything else in the budget.

4. Capital Improvement Plan (CIP)

A Capital Improvement Plan (or Program) is a four- to 10-year plan that identifies capital projects and equipment purchases, provides schedule, and identifies options for financing the plan. The plan links a government entity, a strategic plan, and the entity’s annual budget. A CIP includes a list of all projects or equipment to be purchased, the projects ranked in order of preference, the plan for financing the projects, schedules for the construction phase of the project, justification of the project, and explanation of the expenses.

5. Project Accounting

The project manager and/or the agency’s accounting department will have to develop the project budget for the fiscal year, record and report expenditures, review and pay contractor invoices, and manage cash flow. From materials to labor, there are many costs in construction projects. Costs are either direct (labor, material, subcontracting, and land) or indirect (indirect labor, supervision, tools, equipment, supplies, insurance, and support costs).

The project team and the accounting department may need to work closely together to manage contractor invoices. The project team reviews invoices to make sure the work has been properly completed, then the accounting department ensures that the invoices are contractually eligible and the prices are consistent with the contract.

Organizing and Scheduling a Construction Project

It can be difficult to keep track of the necessary documents in a construction project, such as requests for proposals (RFPs), contracts, invoices, and blueprints. Because construction projects are so large and complex, efficient organization and scheduling are critical.

Organization Strategies for Construction Project Management

There are several information streams that need to be organized and managed in any construction project, from records and contract management to contract procurement planning and daily organization. 

We’ve outlined some common organization strategies below:

Records Management : Record management controls the distribution, storage, and retrieval of project records, both hard copies and electronic, in a safe, secure manner. Project managers must make sure that all incoming and outgoing documents are transmitted through the records management specialist, who uses software to track the records (this method will also create a central library of all project documents and information).

Contract Management : It is important to clearly define the roles and responsibilities for the project team members who are managing the project and the project staff responsible for managing contracts and documents. The contract management plan is designed to set expectations and procedures around this by addressing who has the authority to direct and approve the contractors to work, how the contractor’s work is monitored and reported, how they are paid and approved, how contracts are modified, which financial audits are necessary, etc.

Contract Procurement Planning : Project managers also have to ensure that procurement activities fit with the construction plan . Some of the tasks they have to manage include:

• Setting expected contract price
• Creating the scope of work (SOW) for each contract
• Standardizing procurement documents and any other necessary documents
• Adding completion dates to contracts that align with the project schedule

Commissioning Plan and List : The commissioning plan and list should be started early in the design phase and continually updated as the project progresses. The commissioning plan is designed to provide direction for the commissioning process during construction; to resolve issues related to scheduling, roles, and responsibilities; and to aid in the reporting, approvals, and coordination. It is a systematic process to ensure that buildings perform according to the design and to the owner’s operational requirements.

Project Control Process : The project control process tracks and manages the scope, cost, and schedule of a construction project. The goals of this process are to establish a baseline, track performance against the baseline, forecast performance at completion and compare to the baseline, and identify changes and monitor the effects to the baseline.

Project Requirement Definition : Also known as the statement of work, this document details the project deliverables. In the project requirement definition (PRD), the project manager explains the scope of work and what the project will accomplish. It helps stakeholders, team members, and external parties all understand the goal of the project and acts as a record of initial expectations.

As-Built Drawings : Also known as record drawings, these are edited drawings submitted by a contractor at the end of a project. They reflect all the changes made in the working drawings during the construction process and show the dimensions, geometry, and location of all elements included in the contract. As-built drawings provide a quick visual into the existing design and capture deviations from the original documents.

Daily Documentation : Keeping diaries, logs, and daily reports of project activities acts as a reference guide after the work is completed and can mitigate any damages. This kind of documentation can show how questions were answered, how problems were solved, and tracks any unusual conditions on a certain day. By keeping these daily logs, you are leaving a paper trail throughout the whole project in case anything goes awry later on.

And finally, the working drawings are created. These are the project’s final specifications and illustrations that builders use for construction and that contractors add to their bid.

Scheduling Strategies for Construction Project Management

Organize your documents in order to prioritize the information you need to build your project schedule. A well-defined schedule helps you to plan, identify potential risks, forecast cash flows, and assess resource requirements.

We’ve outlined some fundamental and advanced scheduling techniques below:

• Gantt Charts : A Gantt chart is the easiest way to create a construction schedule. It lets you visualize your project timeline by transforming task names, dates, durations, and end dates into cascading horizontal bar charts. Learn more about creating and using Gantt charts in Smartsheet .
• Critical Path Scheduling : The most widely used scheduling technique is the critical path method. This method calculates the minimum project completion time and the start and end dates for all project tasks. It identifies the critical tasks that, if delayed, will delay your entire project. The critical path method helps you reduce timelines, manage resources, and compare planned with actual. To learn more, read our Ultimate Guide to the Critical Path Method .
• Line of Balance : This scheduling technique is best suited for repetitive work and is often employed in road construction. It is a management control process for collecting, measuring, and presenting facts relating to time, all measured against a specific plan. With a Line of Balance schedule, you must allocate resources for each step, so you can make sure the next step is not delayed.
• Q Scheduling : This form of construction scheduling addresses the sequence of activities, relationships between tasks, and the total cost of finishing the project. It includes the overall construction site and prevents two competing activities from happening at the same time at the same location. While this technique is the closest to reality, it requires special software and can take more effort from the project manager to evaluate cost analyses for the different schedule alternatives generated.

What Are the Risks Involved in a Construction Project?

Construction projects are always evolving, and uncertainty can bring conflict into project teams. Construction project managers are responsible for resolving disputes, identifying and mitigating risks, and understanding legal ramifications.

Here’s what construction project managers should know:

How to Resolve Disputes

Conflicts will inevitably arise in any project. It’s the project manager’s job to resolve the disputes, so the team can stay productive and work well together. Possible conflicts in a project could include poor communication, lack of clarity, conflicts of interest, limited resources, or power struggles. While every conflict is different, there are several resolution strategies that you may employ:

• Mediation : A third-party mediator will be hired to resolve the disputes between the two parties. This strategy is the cheapest and least time-consuming.
• Mini-Trial : A mini-trial is held in an informal setting with an advisor or an attorney who must be paid. The agreement is nonbinding and can be broken. A mini-trial takes more time and more money than mediation.
• Arbitration : Arbitration is the most expensive and time-consuming way to resolve a conflict. Each party is represented by an attorney while witnesses and evidence are presented. Then, the arbitrator makes a ruling and his final decision is a binding agreement.

How to Create a Risk Management Plan

By focusing on prevention, project managers can spend less time dealing with spontaneous problems and more time on reducing their impact. A risk management plan is used to manage all project risks, defines the roles of project staff in risk management, and identifies potential risks and categorizes them in terms of probability and impact.

Understand Legal Principles

When project managers have to negotiate contracts, deal with jurisdictions’ licensing requirements, purchase insurance, and manage job site safety, an understanding of legal principles can save time and money. There are several areas of liability in construction management. There could be a claim for failure to detect defective work if a bid exceeds estimates, if there is extended overhead, or if the project is delayed. Most professional liability policies don’t cover any aspect of faulty workmanship (like fabrication or installation) or economic risks, so project managers have to make sure they have the appropriate coverage and are doing everything they can to avoid liabilities and claims.

How to Prepare a Quality Control Plan

A quality control plan ensures that the building has reached a specific standard. Quality control is the last step a project goes through before it’s delivered to the owner, and it consists of a series of systems and procedures to make sure it meets the highest standards. Project managers will have to evaluate how to measure project quality , create a step-by-step process for auditing the project, and revise and review the plan to find new problem areas. They will also have to be knowledgeable in safety management and codes, building codes, and compliance codes, then include these aspects in the plan.

How to Anticipate and Address Environmental and Neighborhood Impacts of Construction

Construction project managers can plan for licensing, permits, and local regulations, but some unanticipated roadblocks are unavoidable. Below, we’ve outlined how to deal with issues like excessive mud, vegetation, endangered species, and cultural artifacts.

Dust and Mud : Excessively dusty conditions can result from construction vehicles simply driving on a site, much less moving earth from spot to spot. Because the increased particulate matter can disrupt nearby businesses and homes, construction project owners would do well to control the dust count. One easy way to do so is to drive a water truck through the site and spray down the area. However, this creates mud, which can spread out to surrounding areas via construction vehicles. To counter this development, the project owners should get a street sweeper to clean the roads.

Storm Water Pollution : Construction projects can introduce foreign elements to the land. Should a storm hit, the runoff can carry those potential pollutants to nearby streams, rivers, lakes, aquifers, wetlands, or coastal waters.

Endangered Species : If an endangered species is found on the construction site, the site must cease operations for as long as it takes for authorities to assess the situation. Once a decision comes down, the contractor implements the proper course of action to not disturb the species.

Vegetation : Animals aren’t the only protected entities; trees and vegetation on a construction site could be subject to environmental safeguards too. The construction project manager could be faced with designating a safe zone for the growth, perhaps with a fence or security tape.

Wetlands : Wetlands are some of the most heavily protected areas in the United States. Contractors and builders must be especially vigilant in preventing contaminants or unregulated material from entering these restricted zones.

Historical or Cultural Artifacts : This classification can cover arrowheads, pottery shards, early tools, bones, and more. If any artifacts are found on the construction site, all work must halt until the the pieces can be studied and removed.

Construction Project Management Software

There are many versatile web, cloud, and mobile apps to streamline communication, simplify document management, and improve efficiency in construction management.

Here are some top construction management tools:

Smartsheet is a spreadsheet-inspired work management tool with robust collaboration and communication features. With pre-built construction templates, it’s easy to create a timeline, track progress, manage documents, and organize the details. Gantt charts are automatically created and auto-adjust every time a change is made, so you can share the most up-to-date timeline with team members or stakeholders. You can upload files from your computer, Google Drive, Box, Dropbox, Evernote, or add a web URL, creating a central repository for all project documentation and contracts. Team members can have discussions directly in the sheet and set reminders and alerts, so everyone is on the same page. And lastly, Smartsheet integrates with other apps like DocuSign (to streamline the contract process by collecting e-signatures), Harvest (to automatically create invoices), and Google Apps (to sync your calendar and add or edit information directly from Gmail). Get a free 30-day trial of Smartsheet.

Buildertrend

BuilderTREND is a cloud-based construction project management tool for home builders and remodelers. It helps builders communicate with subcontractors about tasks and allows clients to see real-time status about their home and the costs. BuilderTrend lets you create proposals, simplify the bidding process , send documents, create schedules, and manage customer relationships.

Co-Construct

Co-construct is a web-based solution for custom builders and remodelers. It helps businesses coordinate their selections, schedules, and photos while improving relationships with interactive communication. Users can track change orders, create a project budget, update schedules, share files, and more.

Procore helps firms increase efficiency and accountability with streamlined communication and documentation. The cloud-based tool provides ways to collaborate on projects and view documents, with real-time editing capabilities. Other features include project dashboards, scheduling, reporting, document management, email training, bidding and more.

BuildTools is designed for residential construction firms and offers project management, scheduling, service management, document storage, budgeting, and customer management capabilities. You can manage all the communication for your crew and subcontractors, easily sharing emails, site photos, project schedules, budgets, and timesheets.

Aconex offers one solution to manage information and processes across engineering and construction project to improve efficiency and reduce risk. Features include document management, workflow automation, bid management, issue management, and more. As a web-based solution, Aconex allows users to create and review documents from any location.

PlanGrid is a construction productivity platform that enables collaboration via mobile device in the field or wherever your project team is working. It allows the latest versions of blueprints, RFPs, schedules, and more to be synced to every employee in real time.

Education Opportunities for Construction Project Management

To learn more about education programs in commercial construction management and career opportunities in the CM field, see "Everything You Need to Know About Commercial Construction Management and Managers."

How to Manage Sustainable Building Projects

Project managers who oversee sustainable building projects must understand how they affect the environment, ensure that they properly dispose of waste, and use sustainable materials and efficient building methods. They must also understand any area-specific environmental issues and compliance standards.

Green construction is focused on making structures more energy efficient and eco-friendly, and is a huge growth area in the construction industry. The term green building refers to the effort to ensure that both the actual structure and building process are environmentally responsible. Many green project managers are required to have a working knowledge of documentation requirements for Leadership in Energy and Environmental Design (LEED).

Terminology and Acronym List

A&E: architectural and engineering BOT: build operate transfer BOO: build own operate CA: contract administrator CIP: capital improvement plan CM: construction manager CPI: cost performance index CPM: critical path method CREM: corporate real estate management D/B: design/build D/B/B: design/bid/build DBOT: design build operate transfer EA: environmental assessment EIS: environmental impact statement EPC: engineering, procurement, and construction FBOT: finance build operate transfer FEIS: final environmental impact statement FONSI: finding of no significant impact GC: general contract GEC: general engineering consultant GM: general manager GMP: guaranteed maximum price JV: joint venture LEED: Leadership in Energy and Environmental Design MC: management contracting (mostly UK) MPC: multiple prime contracts MPO: metropolitan planning organization OFE: owner furnished equipment OSHA: Occupational Safety and Health Administration O&M: operations and maintenance OR: owner representative PC: project control PD: project director PFI: private finance initiative PL: project leader PM: project manager PMC: project management consultant PMO: project management oversight PMP: project management plan PRD: project requirements definition ProgM: program management RE: resident engineer REM: real estate management RFC: request for change RFI: request for information RFP: request for proposal SOW: scope of work SPI: schedule performance index VE: value engineering WBS: work breakdown structure 

Improve Construction Project Management with Smartsheet

With many stakeholders, hundreds of details, and dozens of documents, construction projects can be complex and difficult to manage. However, the key to being successful is to never stop learning, to stay organized, and to communicate frequently and clearly.

Smartsheet is a work execution platform that enables enterprises and teams to get from idea to impact - fast. Many of the world’s leading construction companies rely on Smartsheet to stay productive, communicate among far-flung teams, and document every step of the project.

Use Smartsheet to improve work and project documentation, increase collaboration with proactive communication among project teams, vendors, and clients, and save time with accurate resource management. Reduce testing and inspection errors, accelerate close-out time, and improve job satisfaction by maintaining transparency between client and site crew.

See how easy it can be to manage your construction project with Smartsheet.

You may also be interested in:

• 5 Strategies of a Successful Construction Project Manager
• The 4 Key Phases of Construction Budgeting
• How to Pick the Right Construction Project Software

Discover how Smartsheet can help you maximize your construction efforts, today.

The Critical Role of Problem-Solving in Construction Project Management

• Pro Crew Software
• March 20, 2023
• Construction Management

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Problem-solving is one of the most important skills for a good project manager. The construction industry is no stranger to problems and delays. It involves a million moving parts to finish a project, so there are a lot of risks and potential roadblocks that may hinder the project’s completion. In an article from Emerald Insights ( Causes of delays in construction industry and comparative delay analysis techniques with SCL protocol | Emerald Insight ), a delay means that the owner will lose money and the contractor will have higher overhead costs. While these may seem inevitable, what makes a difference is knowledge and how well you use that knowledge to solve a problem that is happening now or will happen soon.

In project management, figuring out how to solve problems is a strategic process, and it needs to be learned step by step, using a framework and considering some important things. In this short guide, we’ll show you the step-by-step process of how to solve problems efficiently and effectively. But first, let us look at the critical role of problem-solving when managing projects in construction. 

The Importance of Problem-Solving in Construction

By its very nature, project management – especially construction, is a very complicated thing to do. You are leading an organization, or a company to reach its goals for the project or to work with other team members to determine the steps and approaches your project needs. No matter your job as a project manager, you will probably have to solve many problems. This will be done on both a small and a large scale, from day-to-day problems to bigger issues that could threaten the whole project.

As a result, you must know how to solve problems in project management while keeping costs and delays at a minimum. So, why do we need to focus on honing our problem-solving skills?

For Project Managers

How project managers approach problems, their strategies and procedures, and their methods will directly affect the project’s and the team’s success. You will need to look at the best ways for teams and leaders to solve problems when putting together and working on a project. For example, you need more stock levels due to late deliveries or inadequate forecasting of inventory requirements. You can create an effective construction inventory management system to help you stay on top of things – this way, you will always have the right amount of resources whenever you need them.

For Individuals or Crew members

During a project, when problems, concerns, or conflicts arise, it can be very stressful and hard for team members to deal with them effectively and on time. They might need more confidence to decide or strategize on how to go about the project. It can be scary when an employee does not know the answer. Problems need answers, but knowing how, when, and where to start looking for them can take a lot of work. Problem-solving skills are important soft skills that must be honed for each individual.

Six Steps To Solving Problems When Managing Construction

As a project manager or a general contractor, you want everything to go as smoothly and seamlessly as possible. But with the risks and potential roadblocks that can occur when managing construction, keeping your project moving with a hitch is challenging. As a result, problem-solving is a skill you can learn and improve over time.

In this section, here are six steps that you can take to improve and boost your ability to solve problems.

Find Out What The Problem Is All About

The first critical step to solving a problem is defining it and figuring out what is causing it. Getting to the bottom of what’s going wrong will help you see what needs to change. How you try to solve a problem will depend on how you describe it.

For example, you constantly need more workers for a specific period or deal with overworked crew members – which is dangerous. You could use construction crew scheduling software . This software will give you a quick overview of how many workers are assigned for a specific task or how many tasks are assigned per worker. You can assign efficient schedules for your crew with just a few simple clicks.

Find Out What Is At Stake

If the problem is small enough, you can solve it independently. Find out who is involved and put their suggestions in order of importance. When you know the problem, you can discover what is causing it. This level of analysis is important to make sure that your solutions deal with real problems, not just their symptoms.

Write Down All Possible Ideas and Solutions

Once you have done the hard work of defining the problem and figuring out what caused it, it is time to get creative and think of ways to fix it. Think of every possible outcome and its solution, then write them down. Brainstorming and mind mapping are great ways to solve problems and develop ideas.

Evaluate The Proposed Solutions and Choose the Best One

By evaluating all of the solutions, you can find the ones that solve the problem. Giving each solution a score from 0 to 10 for how well it worked helps. You can do this by figuring out the most important parts of the problem that you can use to compare each solution. Choose the solution with the highest rating from the list you made.

Take Action

Once you have decided on a solution, it is time to implement it. The solution requires more than one step or the help of others. In this case, making an action plan and considering it a mini-project would be smart.

Prepare Contingencies

Changes in how you think your solution will work out could make your plan fall apart. Make a plan B by looking at your list to find other ways to avoid this. You can do this by using your next best option to make a plan.

How Can You Improve Your and Your Team’s Problem-Solving Skills?

Managers are part of the process – you need to lead their teams and help them learn how to solve problems. This is why asking other people involved in the process or who will be affected by the final result what they think is important. You can get valuable insights from the people you work with, whether your stakeholders, subcontractors, or trade partners. In this section, read for tips on improving and developing your and your team’s problem-solving skills.

Start With A Solid Base

Companies can avoid and solve problems in the early stages of setting up new projects if they have the right foundations. Start from a strong position and let everyone take accountability for their tasks and responsibilities.

You can utilize an efficient construction workforce management system to seamlessly manage your crew members without micromanaging them. This way, everyone can see where their work fits in, who is in charge of specific tasks, and how it affects other parts of the project in real-time.

Collaborate and Communicate

Good communication and close collaboration are important at all project management stages. When giving or taking away roles and responsibilities and setting new expectations and goals, communication needs to be clear and to the point. Throughout the process, people must be able to talk to each other.

A construction task management system can help you access real-time information with simple clicks. Every team member is on the same page, reducing the risk of communication and mismanagement. This also lets you see which activities are progressing well or if your workers need assistance to finish the task.

Use Your Mind and Be Creative

No two problems have the same solution – as a result, you will need to think of solutions that will solve that specific cause. There are many creative and not-so-creative ways to solve problems. Depending on the problem, the size of your team, how your company works, and many other factors, some ways to solve problems will work better than others. Make sure you know which ones work best, and remember that you can use them alone or together.

Answer Questions and Give Feedback

Some people need help to figure out how to solve problems well. As mentioned earlier, your team might still need more confidence to make decisions and solve problems independently, especially when there are significant consequences. It takes work and helps team members learn how to solve problems to have someone to bounce questions and ideas from.

Give Your Workers More Freedom

When people with a lot of power have to solve bigger problems, they should include their employees. They should ask workers for feedback, especially if the issue involves changing an internal process. At the task level, employees must be able to help make decisions. Still, managers need to show them that they value how they solve problems, especially regarding more strategic questions.

Managers should give them more power and tasks if they can. When team members feel like they have power, they work harder. Higher-ups should give them tasks that will stretch them and help them grow, and they should also give them the training to help them grow.

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Training for Construction Professionals

Learn, Grow, and Succeed in Construction

Critical Thinking in Construction: Solving Problems Efficiently

Enhance your construction projects by utilizing critical thinking to efficiently tackle complex issues and make well-informed decisions in the industry's fast-paced setting. Structured problem-solving and systematic analysis are essential for successful outcomes. Engage in data analysis for valuable insights and strategic planning. Embrace innovative techniques and collaboration for effective solutions. Identify bottlenecks, encourage out-of-the-box thinking, and constantly refine processes for enhanced efficiency. Overcome challenges through open communication, proactive risk management , and continuous improvement . Prioritize tasks, embrace diverse perspectives, and leverage technology for best project planning. Take the first step towards enhancing your construction projects with critical thinking.

Key Takeaways

• Utilize critical thinking for efficient problem-solving in construction challenges.
• Analyze data to make informed decisions swiftly and effectively.
• Implement innovative problem-solving techniques for unconventional solutions.
• Foster collaboration for effective solutions through diverse perspectives.
• Continuously improve project efficiency by identifying and addressing bottlenecks.

Importance of Critical Thinking in Construction

In construction, critical thinking plays a pivotal role in problem-solving, decision-making, and ensuring project success. When faced with construction challenges, employing effective problem-solving strategies and critical thinking techniques is imperative. By analyzing issues systematically and considering various perspectives, you can tackle complex problems efficiently.

Critical thinking enables you to break down construction challenges into manageable parts, facilitating a structured approach to finding solutions. By evaluating different options and predicting potential outcomes, you can make informed decisions swiftly. This ability to engage in efficient decision-making is essential in the dynamic environment of construction projects, where time is often of the essence.

Moreover, critical thinking empowers you to anticipate obstacles, evaluate risks, and adapt to unexpected circumstances , enhancing your ability to navigate the uncertainties inherent in construction. By incorporating critical thinking techniques into your problem-solving process, you can proactively address issues, mitigate risks , and contribute to the overall success of the project.

Understanding Complex Construction Issues

Understanding intricate construction issues requires a thorough analysis of interrelated factors, demanding a strategic approach to problem-solving and decision-making. When faced with complex construction challenges, your ability to navigate through the intricacies of the project is vital. To tackle these issues effectively, consider the following:

• Leverage Problem Solving Strategies : Utilize a variety of problem-solving techniques to address different aspects of the construction complexity.
• Apply Critical Thinking Applications : Engage in critical thinking to dissect the core of the problem and identify potential solutions with clarity and precision.
• Embrace Project Efficiency : Streamline your processes by integrating efficiency measures that optimize resource utilization and time management.
• Seek Interdisciplinary Insights : Collaborate with experts from various fields to gain diverse perspectives and innovative solutions to complex issues.
• Prioritize Continuous Learning : Stay updated on the latest trends and technologies in the construction industry to adapt and evolve your problem-solving skills effectively.

Analyzing Data for Informed Decisions

To make informed decisions in construction, data analysis plays a crucial role in providing valuable insights for strategic planning and problem-solving. By effectively analyzing data, you can uncover trends , identify potential risks , and recognize opportunities that may impact your construction projects. Data analysis involves collecting, organizing, and interpreting information to extract meaningful patterns and relationships. Utilizing various tools and techniques, such as statistical analysis and data visualization , can help you make sense of complex datasets and derive actionable conclusions.

Incorporating data analysis into your decision-making strategies allows you to optimize resource allocation, streamline processes, and enhance project outcomes. By leveraging historical data and real-time information, you can improve forecasting accuracy and mitigate potential disruptions. Furthermore, data-driven decision making enables you to evaluate the effectiveness of different courses of action and choose the most strategic path forward.

Implementing Innovative Problem-Solving Techniques

By applying innovative problem-solving techniques in construction, you can open up new avenues for addressing challenges and optimizing project outcomes. When faced with complex issues, it's vital to think outside the box and embrace creative brainstorming to find unconventional solutions.

By fostering a culture of innovation and experimentation, you can propel your projects towards success. Strategic solutions play a key role in overcoming hurdles efficiently and effectively, ensuring that your construction endeavors stay on track.

Here are five essential techniques to enhance your problem-solving skills:

• Encourage out-of-the-box thinking to explore unconventional ideas.
• Embrace failure as a learning opportunity to refine your problem-solving approach.
• Collaborate with diverse team members to gain different perspectives and insights.
• Utilize technology and digital tools to streamline problem-solving processes.
• Continuously evaluate and adapt your strategies to meet evolving challenges and opportunities.

Collaboration for Effective Solutions

When tackling complex construction challenges, you must prioritize teamwork to leverage diverse perspectives and skills. Effective communication is essential for ensuring that everyone is on the same page and working towards a common goal.

Embracing innovation within collaborative efforts can lead to creative solutions that push the boundaries of traditional problem-solving approaches.

Teamwork for Problem-Solving

Effective problem-solving in construction projects often relies on collaborative teamwork to generate innovative solutions and guarantee successful outcomes. When it comes to teamwork for problem-solving, consider the following:

• Open Communication: Foster an environment where team members freely share ideas and concerns.
• Utilize Diverse Perspectives: Embrace the unique viewpoints of each team member to approach problems from multiple angles.
• Encourage Active Participation: Motivate team members to engage actively in brainstorming and decision-making processes.
• Leverage Individual Strengths: Assign tasks based on individual strengths to optimize problem-solving efficiency.
• Celebrate Success Together: Recognize and celebrate team achievements to boost morale and strengthen teamwork bonds.

Communication for Clarity

In the domain of construction projects, fostering clear communication among team members is paramount for achieving effective collaborative solutions. Clear communication guarantees that everyone on the team understands the project goals , timelines, and individual responsibilities .

By openly sharing information, ideas, and concerns, team members can address any potential issues early on, leading to smoother project progress. Effective collaboration relies heavily on communication for clarity to avoid misunderstandings and reduce errors. Regular meetings, progress updates, and utilizing communication tools can enhance team understanding and cohesion.

When team members communicate clearly, it promotes a supportive environment where everyone feels heard and valued, fostering a culture of collaboration that ultimately leads to successful project outcomes.

Innovation for Solutions

To foster innovative solutions in construction projects, collaboration among team members is essential for achieving effective outcomes. Creative brainstorming and out of the box thinking are key elements that drive successful problem-solving in the construction industry. When team members come together to share their diverse perspectives and ideas, new and innovative solutions emerge that may not have been apparent initially.

This collaborative approach allows for a more thorough exploration of potential options and a deeper understanding of the problem at hand. By encouraging open communication and active participation from all team members, the construction process can benefit from the collective intelligence and creativity of the group. Remember, innovation thrives in environments where collaboration is valued and nurtured.

• Embrace diverse viewpoints
• Encourage active participation
• Foster a culture of experimentation
• Value creativity and originality
• Celebrate innovative solutions

Risk Management Through Critical Thinking

Implementing critical thinking in construction projects allows for a proactive approach to risk management , enhancing decision-making processes and minimizing potential setbacks. Risk assessment plays a vital role in identifying potential hazards before they escalate into problems. By actively engaging in risk assessment, you can strategically plan for potential risks and mitigate them effectively. This proactive stance enables you to make informed decisions based on a thorough understanding of the project's risks, thereby reducing the likelihood of costly errors.

Furthermore, critical thinking empowers you to focus on problem prevention rather than just reacting to issues as they arise. Through critical analysis, you can anticipate challenges, evaluate their potential impact, and develop proactive solutions to address them before they disrupt the project timeline or budget. This approach not only saves time and resources but also fosters a more efficient construction process by minimizing disruptions and delays.

Enhancing Project Efficiency With Critical Thinking

Enhance project efficiency by leveraging critical thinking skills to streamline processes and optimize outcomes in construction projects. When applying critical thinking to project management, you can greatly improve efficiency through:

• Process Optimization: Analyze each step in your project workflow to identify bottlenecks and inefficiencies, then implement strategies to streamline these processes.
• Creative Problem Solving: Encourage thinking outside the box to come up with innovative solutions to complex issues that may arise during construction projects.
• Streamlining Operations: Evaluate the various tasks and activities involved in your project to eliminate redundancies and ensure a more efficient use of resources.
• Strategic Decision Making: Utilize critical thinking to assess different options, weigh their pros and cons, and make well-informed decisions that align with your project goals.
• Continuous Improvement: Foster a culture of ongoing evaluation and refinement, always seeking ways to enhance project efficiency through critical thinking practices.

Overcoming Challenges in Construction Projects

Overcoming challenges in construction projects demands a strategic approach to problem-solving and adaptability to unforeseen circumstances. When faced with obstacles, efficient resource allocation and effective time management are essential for successful project completion. Here is a table highlighting key strategies for overcoming challenges in construction projects:

Critical Thinking in Project Planning

When contemplating critical thinking in project planning, it's imperative to approach the process with a proactive mindset that anticipates potential challenges and opportunities for optimization. Strategic planning plays a pivotal role in project optimization, ensuring that every step is aligned with the overall goals.

Resource allocation is another critical aspect that demands meticulous attention to detail to guarantee efficiency and cost-effectiveness. Effective timeline management is essential to keep the project on track and meet deadlines without compromising quality.

Here are some key points to ponder:

• Prioritize tasks based on their impact and dependencies.
• Constantly evaluate and adjust the project plan as new information arises.
• Collaborate with stakeholders to gain diverse perspectives and insights.
• Use technology and data analysis tools to enhance decision-making processes.
• Regularly communicate progress and setbacks to maintain transparency and accountability.

Continuous Improvement Through Critical Analysis

To achieve continuous improvement in construction projects, you must focus on analyzing for efficiency, engaging in iterative problem-solving , and reflecting on the results obtained.

By scrutinizing processes and identifying areas for enhancement, you can streamline operations and boost overall project performance.

Through a cycle of critical analysis and adjustment, you pave the way for ongoing progress and success in the construction industry.

Analyzing for Efficiency

Efficiency in construction projects can be greatly enhanced through continuous critical analysis. To achieve best results, it's essential to focus on efficiency optimization and thorough problem analysis. Here are some key points to keep in mind:

• Identify Bottlenecks: Pinpoint areas causing delays or inefficiencies.
• Streamline Processes: Simplify complex procedures to save time and resources.
• Utilize Technology: Implement innovative tools for improved productivity.
• Regular Monitoring: Track progress consistently to address issues promptly.
• Feedback Integration: Encourage input from team members for diverse perspectives.

Iterative Problem-Solving

Enhancing construction project outcomes involves a continuous cycle of iterative problem-solving to drive critical analysis and foster ongoing improvement. By continuously refining problem-solving techniques, construction projects can achieve higher efficiency and effectiveness. This iterative approach allows for evaluation of strengths, weaknesses, opportunities, threats, leading to better decision-making and optimized processes.

Reflecting on Results

In critical construction projects, reflecting on results through continuous improvement is paramount for driving success and innovation. Evaluating processes and improving outcomes are essential steps to guarantee efficiency and quality in your work. Here are some key considerations to help you enhance your reflective practices:

• Embrace a growth mindset to view challenges as opportunities for improvement.
• Analyze both successes and failures to uncover valuable insights for future projects.
• Seek feedback from team members and stakeholders to gain diverse perspectives.
• Implement changes based on your evaluations to enhance overall project performance.
• Continuously refine your approach to problem-solving to achieve best results.

You have now seen the pivotal role of critical thinking in construction, from understanding complex issues to implementing innovative problem-solving techniques .

By analyzing data, collaborating effectively, and continuously improving, you can enhance project efficiency and overcome challenges.

Embrace the power of critical thinking to solve problems efficiently and drive successful construction projects forward.

Remember, in the construction industry , the ability to think critically is the key to opening up endless possibilities.

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Developing problem solvers to advance lean construction

FEATURE – Construction is rife with waste, and yet lean is not widely adopted in the industry. The authors highlight how lean could benefit the sector, emphasizing the importance of developing problem-solving capabilities.

Words: The LGN Lean Construction Working Group

As far as work goes, it is hard to deny the complexity that construction companies face on a daily basis. In part, this is the result of the diversity in the types of projects that they take on (from infrastructure to residential and mining), but also of the difficulty of coordinating and integrating the work of several players – including owners, designers, suppliers, contractors and subcontractors – throughout the process, from planning to product delivery and aftersales. Quality self-control is all but missing, and incomplete designs often cause errors, delays, cost overruns and rework. Add to the mix a common lack of leadership across the value chain, stressful working conditions at the front line, adversarial relationships in the traditional Design-Bid-Build contracting system and a tendency to not trust that people (at all levels) can really solve problems, and you might be excused for thinking that construction is beyond saving.

And yet, this traditional industry is evolving. As a movement, construction industrialization – inspired by manufacturing techniques – has existed since after World War 2, when the need to rebuild entire countries put pressure on the sector to deliver faster than it ever had. In recent years, we have seen a new wave of industrialization, with innovative offsite techniques like modular construction, jobsite assembly rationalization, and advances in digital technologies (such as BIM, Building Information Modeling, and new planning and management software).

In this new stage in its evolution, construction is also showing an increased interest in Lean Thinking. More companies are realizing that lean can bring a deep transformation to this industry, as it did in almost all economic sectors. With a few notable exceptions, however, construction companies still tend to perceive lean as mere process improvement. What happened with lean in manufacturing 40 years ago, when people thought all there was to it was Kanban and a bunch of other tools, is happening today in construction. What’s worse is that the improvement work is often taking place in isolation – perhaps in one job site – and even when it leads to good results the fact that the rest of the organization has no exposure to lean makes progress limited and hard to sustain.

At the Lean Global Network, we aim to help companies to achieve a sustainable lean transformation by addressing five dimensions of our very own Lean Transformation Framework (LTF): value-driven purpose, improving processes, developing capabilities, changing management systems and leadership behaviors, and transforming mental models. If we look at construction from the perspective of the LTF, one can see that most of the improvement work in this sector is limited to the process pillar of those five dimensions. Even then, it only touches on the planning stage. Indeed, in a project-based industry like construction, planning is fundamental, which makes the commonly used Last Planner System a valuable tool for organizations interested in achieving some basic stability. But there is much more to lean construction that just Last Planner!

The LTF teaches us there is much more to explore here. What can we say about people development in construction? Can construction companies define value for customers well enough? How often do managers in construction go to the gemba to see the work with their own eyes, listen and provide support to people as they try to solve problems? Does the management team understand the value stream in detail, from start to finish, and work with the team on the ground to improve it as a whole?

In the construction industry, lean is still not seen as a strategic asset that can transform the entire organization – and its culture – by turning front-line workers into autonomous problem solvers so that more value can be provided to the end customer. We believe that it is about time that changed. A broader adoption of Lean Thinking as a socio-technical management system is fundamental to help the industry to overcome its most pressing issues, like safety, cost overruns, low productivity (according to OECD data, productivity in construction hasn’t changed in 20 years), quality problems, and chronic delays.

DEVELOPING PROBLEM SOLVERS IN CONSTRUCTION

To solve the problems highlighted above, however, we need to primarily focus our efforts on developing the problem-solving skills of everyone, from top executives to foremen, from tradesmen on site to employees working in supporting functions. But what does it take to create an army of problem solvers in the construction sector? In our mind, it requires us to provide people with the ability to raise problems, the tools and knowledge to solve them, and the support to make problem-solving a part of their every-day work.

Critically, we also need to make sure that the right people are addressing the right problems. For this, Art Smalley’s 4 Types of Problems framework is particularly useful. Before we delve deeper into problem solving, let’s see how the framework can apply to construction.

First of all, as a precondition for any sustainable improvement to happen, we need to create basic stability in the process. This can be achieved by fixing Type-1 (Troubleshooting) and Type-2 (Gap from standard) reactive problems right at the front line. Unfortunately, in construction, there are usually few standards in the work, which makes problem-solving difficult. How can you address a gap from standard if you don’t know what the standard is? Before any improvement can be made, therefore, it’s necessary to establish clear work standard.

Once basic stability is achieved, the company can start paying attention to more high-level, strategic issues that concern the entire value flow – Type-3 (Target condition) and Type-4 (Open ended Innovation). To solve these problems requires management to get involved, together with all business functions – from supply chain to design. At this stage, an organization can begin innovating on a regular basis. By achieving basic stability and establishing a structured approach to problem solving, Lean Thinking can give innovation in construction a clear purpose.

Let’s now look more specifically at how we can turn our job site workers into skilled and autonomous problem solvers.

To develop problem-solving skills at the gemba, we first need to take fear out of the workplace and replacing it with trust. This can cause a huge shift in the mindset of an organization and encourage people to raise their hands whenever a problem occurs. To have this in place, we need to change behaviors and to build a system in which visual management allows for problems to be tracked and people across the business to be aware of them and know what to do about them. This is a particularly big problem in construction because of the project-based nature of the work, with different companies and teams acting in each job site. That is why a lean implementation should be seen as a company-wide transformation rather than an initiative taking place in one site or project.

Communicating to everyone what should be done, by who and how is hard on a construction site, where thousands of people might work at any one time and deadlines are often tight. The foreman typically makes the decisions on what work to do and when, but the focus is typically on production rather than productivity. With this approach, as soon as a problem occurs the answer is normally to throw more resources at it (in the form of people or overtime, for example). Alas, that’s often not enough to avoid compromising safety and quality. Conversely, standardization breaks the work down into smaller tasks, clearly defines roles and responsibilities and, more importantly, makes it easier to recognize deviations before they become problems that are too big to manage. (More on this in the next article from our working group.)

Once problems are seen as opportunities for improvement and a system is put in place to identify them and tackle them swiftly and effectively, it’s important for a company to focus on providing everyone contributing to the creation of value with the tools they need to become problem solvers. When they hear training, people normally think about classroom training, but in the lean world capability development happens at the gemba, on the job. Simply put, there is no other way of developing problem solvers than having them solve problems!

But how can we solve process problems without mentors helping people through it? As ever, the role of leadership here is absolutely critical, as the following examples show.

Turner Construction Company (one of the largest construction companies in the USA and a co-learning partner of the Lean Enterprise Institute) has been on a lean journey for the past six years, with a strong focus on developing the problem-solving skills of senior leaders through LEI’s Lean Leader Program (LLP). We all know how important coaching is, but if you want leaders to be coaches, they need to first become problem solvers themselves (“We need to model the behaviors we want to see in our people,” a senior exec from Turner recently said). Following several “lean field trips” at the gemba, senior leaders clearly appreciated that to truly engage their people they had to ensure the improvement work focused on their problems. They committed to understanding the work from the perspective of the workers, and to making things easier for them. This transformed attitude, fueled by an extensive use of A3 Thinking, has become a powerful catalyst for change at the North America-based construction company.

A3 Thinking was also a fundamental tool at Socovesa, a Chilean construction company that has been on a lean journey for four years. LGN affiliate Lean Institute Chile has helped Socovesa to understand this important problem-solving framework. Their first step was to stabilize and standardize the planning process for all projects – no matter how different. This helped to generate a common language and create an opportunity for weekly interaction. The initial experiments with problem solving, which concentrated on one specific project and three teams, led to exceptional results. According to the project manager, however, the best outcome was the fact that the area supervisors began to develop the capabilities of their team members and that everyone started to learn to solve problems.

A similar approach is being followed at Battistella Spa, a small construction firm in northern Italy, which recently started its own lean journey, with Italy’s Istituto Lean Management’s help. After receiving some basic lean training, the management team started focusing on real business problems (using the Lean Transformation Framework as a reference) while A3 Thinking at the front line led to a number of quick results in process efficiency. This is gradually creating awareness across Battistella that change is possible and that processes can be improved continuously.

Indeed, the most effective way to engage people in problem solving is showing results, especially those that most directly impact their work. Leadership should get involved in small cycles of PDCA, while at the same time showing workers how their problem-solving efforts are making the work safer and the company more productive.

This strategy worked for conglomerate Andrade Gutierrez, a major Brazilian infrastructure company that operates in several countries, which Lean Institute Brasil (another affiliate of the Lean Global Network) helped to create a different culture by supporting the development of an initial group of lean facilitators. LIB provided them with the lean knowledge they would need to effect change across the group. This clearly paid off, since over the years Andrade Gutierrez has developed four generations of facilitators, who have progressively been able to introduce Lean Thinking in all job sites and business areas.

A MORE HOLISTIC APPLICATION OF LEAN

Lean Thinking is more than just transforming operations. If looked at as an all-encompassing framework, lean can cause a shift in the company’s overall mindset, in its leadership, and in its strategy. When it is applied to the entire value-creating process (as it should), it can lead an organization to a complete turnaround. We already know how impactful Lean Thinking has been in industries like manufacturing or healthcare, and there is no reason to believe it shouldn’t bring just as many benefits to construction.

As briefly mentioned above, the construction process is very atomized and the supply chain supporting it incredibly fragmented. It is normal, therefore, that investors and construction companies interact with one another through lawsuits, that designers and builders have to deal with constant project changes, that material suppliers deliver late, that invoices are routinely disputed at the end of each month, that aftersales service is slow, and so on. Additionally, and more dangerously, the culture that permeates the industry discourages people from highlighting problems. Ultimately, all of this impacts the real customer, be it the owner of a house or an operator in a hydroelectric plant.

Thanks to the holistic, “big picture” view it affords, lean can help the industry to overcome these obstacles, thus becoming a powerful differentiator for the businesses that decide to take the lean leap. In particular, we believe it can be extremely beneficial in addressing issues like culture, supply chain, and the industrialization of the construction process.

Transforming the culture that prevails in the industry, which is notoriously tough and based on a command-and-control approach to leadership, is perhaps the most fundamental outcome that lean can achieve. In an environment in which trust is lacking, people tend to hide problems rather to flag them up, compounding an already difficult situation. In such a scenario, problems only appear at the end, when the project is handed over to the customer. Lean teaches leaders to respect people, to lead by example, which is key to the creation of a working environment where problems are welcomed.

Lean Thinking can also contribute to the effectiveness of the construction supply chain, by boosting collaboration among owners, designers, suppliers, contractors and subcontractors and moving past the toxic relationships that so often exist between them. Much like with culture, this is a matter of injecting trust in the communication and interaction among different players, for example by running experiments like relational contracts and Integrated Project Delivery (IPD). The increasing use of BIM (Building Information Modeling) is another enabler of supply chain integration, and combined with lean concepts it can represent a powerful catalyst for change.

Finally, lean can help this sector to fully leverage the opportunities provided by new technologies to achieve a full industrialization of the construction process. For this to happen, the industry will need to incorporate the principles brought forward by Lean Product and Process Development, which emphasize the importance of bringing design and production (in this case, construction) together from the very beginning.

In conclusion, applying lean to construction can lead to:

• Greater safety in the work.
• Higher quality in the delivery to customers.
• Shorter delivery times.
• Increased productivity.
• Reduction of materials wasted.
• A working environment conducive to continuous learning and collaboration.
• The ability to anticipate problems and better manage risk.
• More integration between subcontractors and project owners.

To make the most of these benefits and sustain them, the construction industry needs to engage in a broader and more strategic application of lean management. A shift from tools to problem solving can help it to improve considerably and support its evolution into a real 21st-century industry.

The Lean Global Network’s Lean Construction Working Group aims to contribute to the development of the industry. We have witnessed and supported several experiments in lean construction and believe that our global and multi-industry experience might contribute ideas and concepts that until now have not received the attention they deserved.

THE AUTHORS

OPINION – When thinking about Barcelona, most of us think of Gaudí’s architecture, tapas and beach weather, but the Catalonian capital might also be a worthy example of lean principles applied to city management.

CASE STUDY – Brazil-based construction company Andrade Gutierrez has been able to sustain its transformation by consistently developing internal capabilities and making Lean Thinking its strategy.

INTERVIEW – At last month’s Lean Digital Summit in Lisbon, César Gon told attendees how, with lean digital, we have an opportunity to finally get the attention of CEOs and business leaders.

FEATURE – Lean provides everyone with a framework to learn continuously and do an ever-better job. Without this understanding, an executive will not be able to steer the organization in the right direction.

Subscribe for our newsletter and get early access to all exclusive Planet Lean articles.

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Construction’s Productivity Problem — and 9 Ways to Help Fix It

162 articles

Construction Contract , Construction Technology

The construction industry makes up a large portion of the US economy: over 6 percent of all employment, and 4 percent of the entire nation’s GDP. With one industry playing such a key role in the direction of the nation, it makes sense to take a look at ways to improve it. And bolstering construction productivity is one of the best ways to do so. 

Construction productivity in the US has been on the decline in most of the past decade, despite some signs of incline in recent years. According to the Bureau of Labor Statistics (BLS), productivity in both residential and public construction dropped more than 15% from 2015 to 2019. Commercial construction fared worse in that period, with a drop of 30%. 

But there’s a complication: Construction productivity has always been hard to quantify . When it is measured, it consistently shows that productivity improvements lag far behind other industries. So what are the issues stifling construction productivity growth? What is holding the industry back, and what can business owners and those regulating the industry do about it?

Table of Contents

Construction labor productivity statistics

Construction productivity is difficult to quantify, but when researchers are successful, it’s significantly behind comparable industries . 

Three out of the four construction sectors below have shown a decline in productivity since 2007, with one showing only slightly improved numbers.

Single-family residential productivity

In the early 2000s, single-family residential productivity, output, and hours worked were at an all-time high. By 2008, output declined sharply, followed by a more gradual decline by both hours worked and productivity. All three reached the lowest points since 1987 between 2008 and 2012, rebounding briefly through 2013.

Productivity then declined steadily between 2014 and 2019 until turning around with increases in 2020 and 2021.

Multi-family residential productivity

Like single-family building, multi-family residential construction experienced high productivity and output in the early 2000s, with a relatively consistent number of hours worked. After a temporary decline around 2008, all three values rose again until another slight decline starting around 2016. After 2019, productivity turned around and has been on a continuous upswing.

Overall, productivity is higher than it was 30-plus years ago but not as high as it was at its peak around 2013 and 2015.

Industrial building construction

The one outlier of the group is industrial building construction productivity, though it isn’t exempt from its ups and downs. After 2008, industrial construction productivity and output spiked for a year or two while hours worked remained largely unchanged. 

From 2010 to 2013, productivity remained relatively flat while output started to increase. Both output and productivity peaked around 2015 and steadily dropped off before flattening around 2017, where it has enjoyed relatively uneventful slight growth ever since.

Highway, street, and bridge construction

Public works projects aren’t exempt from productivity issues (surprise, surprise). The industry’s output and productivity spiked between 2008 and 2009 and has since been on a relatively steady incline. Output followed a similar, albeit less extreme curve as well. Hours worked? Well, they had been on a slow rise since 2008, but productivity, output, and hours worked all began to slip between 2019 and 2021.

The challenge of measuring construction productivity

The act of successfully measuring productivity in the construction industry has always been a difficult one. The industry’s unique characteristics make it difficult for researchers to determine where productivity comes from, where it’s lacking, and how to improve it. The following key areas make up the majority of the challenge.

Measuring output

Measuring the construction industry’s output is a challenge all of its own. Unlike widget manufacturing or determining trucking routes, the variables affecting construction change from project to project.

According to the BLS, “Productivity is difficult to measure for construction industries because of the challenges in measuring both output and hours worked.” 

For instance, 2,000-square-foot homes come in an endless number of styles and contain a wide variety of materials — and the challenges of building one on the east coast will differ from the midwest, south, or west coast. Even building these homes in different areas of the same county can have drastically different results. Most industries don’t experience the same degree of variability .

Deflating construction prices

To really quantify an industry’s productivity, you need reliable data to base current, past, and future costs off. Finding those deflators within construction is difficult because it’s a unique industry. The Bureau of Labor Statistics agrees, saying “it is difficult to develop reliable output price deflators to convert observed revenues into constant dollar measures of output growth.”

Also, the act of painting with a broad brush simply muddies the water. According to the Building Futures Council , “The use of proxy indices in construction also contributes to the problem (e.g. using the Census Housing Index to deflate commercial and military construction).” 

Other industries don’t have these same issues, as accurate deflators are much easier to determine and can be reliable for longer periods of time. 

Subcontracting

How a typical construction project comes to fruition also makes it difficult to determine the actual cost of labor. Typically, the general contractor subs out work to specialty contractors. Rather than accounting for those labor hours directly, they’re accounted for in materials inputs. 

The Bureau of Labor Statistics states, “The services of subcontractors would normally be included as purchases of materials inputs, much as any other firm purchases necessary inputs from its suppliers. Since the present analysis considers only labor productivity growth, it does not account for materials inputs.” For that reason, the BLS can’t quantify them.

Undocumented labor

Skilled undocumented labor makes up a large portion of the construction industry workforce. According to some estimates, 13 percent of construction labor is performed by undocumented labor, though the actual number is obviously hard to nail down. This creates a significant (if not impossible) challenge for determining construction productivity.

According to the BLS, “It is likely that at least some undocumented laborers are included in official measures of employment,” through one means or another.

However, if those workers are entirely off the books, they may not be included in labor hours, therefore significantly skewing the level of productivity.

9 ways to improve construction productivity

With that understanding of the productivity struggles and why it’s hard to put a finger on it, it’s worth exploring how to improve it. 

The following tips could provide the answers necessary to not only boost productivity but also kick the nation’s economy into high gear. 

1. Streamline the regulatory process

Construction is one of the most highly regulated industries in the country, and it’s for a good reason. Building safety, life safety, and environmental impacts shouldn’t be taken lightly, so regulatory agencies must exist to oversee projects. But regulation often slows productivity, affecting output while extending hours worked. 

Streamlining permitting and approval processes (possibly through web-based portals and apps) can allow the regulatory agencies to help keep the project on schedule.

2. Simplify contractual processes

It should come as no surprise that when two entities work together toward any common goal, the work goes faster and typically smoother. So why do we approach contracting with such an antagonistic, me-vs-them attitude?

The industry needs to consider moving toward a more synergistic, collaborative system focused on solving problems rather than undercutting the next bid. This attitude shift can lead to open communication—the harbinger of better-quality projects, fulfilled and valued contractors, and happy project owners.

Crash Course: Everything You Should Know about Construction Contracts

3. Supply chain management

One of the most significant issues that the construction industry deals with is the ever-changing supply chain landscape. Fluctuations in materials pricing, availability, and shipping costs chew construction company profits to the bone. Yet it remains an issue, year after year.

Obviously, companies need to diversify their supply chain and leverage their efforts to protect their profits. But, the supply chain moving toward digitalization will allow for better logistics management, allowing the chain to fill orders and deliver materials faster, decreasing hours worked while increasing productivity and output.

And not letting cash flow bog down the supply chain is another area worth considering. Financing designed for the supply chain in the construction industry allows contractors to keep moving forward and secure their place in line with an order before they receive a single check.

4. Improve payment transparency

If there’s one thing that can bring a thriving project to a halt, it’s payment problems. And it’s not always a lack of money or dishonesty that causes them. Often, a project owner or GC doesn’t know who needs to get paid, and a check might go unwritten. This missing check can turn into a project delay when the unpaid contractor files a mechanics lien and pursues legal action .

That’s not good for productivity.

To improve transparency, some projects moved to a publicly available database of contractors working on a project. This means that the project owner, GCs, subs, and suppliers all know who is working on a project, keeping everyone on a level playing field.

Also, general contractors or project owners requiring all participants on a project to send preliminary notice will solve a large part of the issue. As the preliminary notices roll in, the GC can develop its own database of involved parties, ensuring everyone gets paid for their efforts.

5. Prequalify contractors

Ever notice that some contractors seem to have a black cloud following all of their projects? Every project is late, over-budget, and riddled with productivity-sapping issues. What if there was a way to identify these contractors before doing business with them? There is, and it’s called a contractor payment profile .

The data that makes up these profiles will help vet contractors and subs for their past performances and technical proficiency. These factors allow the hiring party to estimate how the contractor might handle their project. Also, these profiles include the information necessary to determine whether or not a contractor values transparent payment practices—a must-have for well-oiled productivity.

6. Invest in technology

It shouldn’t come as a shock that one way to improve productivity is to lean on technology. The right technology can limit the number of hours spent working on simple tasks, allowing employees to stretch their problem-solving muscles and improve output. This leads to happier employees and better productivity.

Technology has a place in several areas in construction management:

• Smart contracts automate payments, approvals, orders, and other critical processes to speed up payments, scheduling, and more
• New design technologies like BIM and VDC provide better accuracy for office staff and help reduce errors in the field
• Software that links the field and back-office can improve communication and streamline contract changes 
• Real-time management software can improve accounting, subcontractor scheduling, and other regular tasks
• Payment software can reduce the stress on administrative and financial staff while keeping vendors, suppliers, and subcontractors happy

With so many areas typically realizing the benefit of automation, staff can do the more important tasks that a computer program cannot. 

7. Prioritize safety

Prioritizing safety is key when it comes to construction productivity. According to the National Safety Council , 99 million days of productivity were lost from work injuries in 2020, with an additional 50 million days of lost productivity projected for future years tied to those same injuries. 

Job delays due to injuries can decrease productivity exponentially. It’s important to know what to look for and implement policies that may help prevent loss on projects. 

Read more: OSHA’s top construction violations and how to prevent them

Investing in a safety program, training employees to follow safety procedures, and making safety a key component in company operations can help prevent project delays and additional costs that may be incurred due to worker injuries. Implementing safety protocols can also mitigate accidents from occuring on job sites and increase productivity levels. 

8. Take advantage of prefabrication

Prefabrication can boost productivity on construction projects as it saves time and doesn’t rely on unforeseen hiccups like inclement weather or scheduling conflicts that are likely to occur during onsite work. Spending less time tangled up in project delays means companies can take on more projects and streamline their process.

It is important to consider some of the drawbacks that accompany prefabrication, however. Since the majority of labor and materials aren’t incorporated into the property until they are installed onsite, modular build methods may run into payment problems. Mechanics lien laws , for example, come into play for improvement on real property. Prefabrication projects are considered an improvement until after the majority of the structure is built. 

Read more: Prefab construction: Getting paid for offsite work 

This can further muddy the water with efforts to quantify labor, as mentioned above with subcontractor work. Prefabrication is a favorable route to consider to increase productivity on construction projects, but contractors should keep in mind that it is difficult to track data that reflects how productivity is affected by this method of construction. 

9. Improve access to project financing

Construction is a cash-hungry business, and it’s impossible to keep productivity up while scraping the bottom of the barrel. In fact, a lack of cash flow is the main reason why construction companies fail . Without the money to spend on project labor, materials, and technology, productivity plummets and takes output with it.

Luckily, contractors have an increasing number of financial options to choose from, and they’re specifically tailored to the industry. Resources such as 120-day materials financing can remove the financial limitation that reduces productivity while also giving a contractor the boost, confidence, and opportunity they need to grow their business.

Our contract with the GC states "anticipated start date" because at the time of signing we did not yet have permits nor notice to proceed from the airport so we couldn't put in a firm commencement date. The permits and NTP were received and the actual construction started...

Good morning, We have a number of homeowners who had us do full remodels on their second homes which owe us money, we want to file to foreclose on each house. Please guide us what is an average timeframe from day one today to Foreclose? We can and...

Im a sub contractor that didnt file the job i finished in February until just now, the large GC who i worked for owes me well over 150k and has not paid me at all even after i finished the job 4 months ago and started it 9...

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Most common construction problems and how construction management software can solve them

Written by LetsBuild

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The slow transition to a digital practice has the construction industry underperforming in terms of quality and productivity versus investment growth. As investment in infrastructure is growing fast (predicted to double by the next 15 years), it is surprising to note that the methods and processes employed are still traditional. Work is still performed manually and on-site and mostly outdated with productivity dwindling down since the 90s.

According to a study conducted by the McKinsey Global Institute, global investment in construction and infrastructure will be $57 trillion by 2030 (McKinsey, 2013). The sector, however, barely spends on research and development (just about 1% of its revenues). Software solutions have been developed specifically for the industry but less than 1% of the sector’s revenues were spent on them.

Table of Contents

Delays and Overspendings

Traditional construction practices can be costly and inefficient. In fact, with large projects, the industry fails to deliver on time, within budget and to specifications. In a separate study , it was reported that 98% of these projects had cost overruns of more than 30% and 77% were at least 40% late (McKinsey, 2015). Large projects take at least 20% longer to finish and are up to 80% over the budget (McKinsey, 2016). The industry’s unhurried need to adapt to new technology has been steadily declining financial returns for contractors.

An important point to note is that even though construction is inherently long-term, the industry does not think long term. This mindset leads to poor productivity and cost outcomes, which are serious and systemic construction issues that are seen as “normal”. Labor productivity can no longer keep up with the overall economic productivity.

A few important factors of these construction problems have been identified and they are the following:

• Bad Organizational Structure The construction project management practice’s decision making and procurement processes do not have the capacity for the current speed and scale demand.
• Deficient Communication The lack of a central data system results to delayed and inconsistent sharing of information and reports. This leads to subcontractors, contractors, and owners not having a common understanding of the project’s state at any given time. Click here to discover how we can help you to improve your internal communication.
• Weak Performance Management Midstream changes, inadequate communication and lack of accountability lead to unresolved issues piling up.
• Non-Universality of Information When a different team carries over work to a different team for the next process and when a problem comes up arising from the previous process, the construction project manager may have a hard time understanding how to proceed. For example, the procurement team deals with complicated contracts and when a problem with the contracts arise while in the middle of construction, it may confuse the CPM (construction project management) lead.
• Connection Gaps Planning spans a lot of aspects; it includes high-end preparation and daily tasks. If daily work does not align with the day’s goal, schedulers should be notified but often are not. This system ends in delays due to the absence of real-time updating of task priorities.
• Poor Short-Term Calculations Another construction issue is that companies are good at planning and forecasting outcomes in the next 3 months but fail to identify and calculate work in the next week or two. This often results in delays that may be caused by unavailability of an equipment or materials.
• Inadequate Risk Management Construction managers and contractors are usually looking into long-term risks of planning, design, construction, operations, and maintenance. Risks that just pop up on the job are usually overlooked. These tiny construction issues may just have a snowball delay in decision making and compound to major schedule overruns.
• Limited Skill Capabilities Another cultural problem in construction is that companies tend to work with previous people and teams and fail to connect with more capable firms and manpower suited for the job.

Safety Issues

Another aspect to look at is safety management practices. Work injuries can set project schedule back by one week or even more and may cause budget overspending to compensate for its outcomes. Investing in strong safety management programs ultimately reduce injury rates thereby decreasing schedule and budget overruns and ultimately improving project ROI and company reputation.

The integration of technology in the industry like documenting safety concerns, using building information modeling (BIM), and prefabrication and modularization are impacting positive safety outcomes for companies that embrace them (McGraw Hill Construction, 2013).

The Bigger Picture

Improving on “basic” project management skills is the most potent remedy for reducing construction problems and improving construction performance (McKinsey, 2015). Embracing transparency and real-time collaboration create a continuous work flow — a transparent environment makes it easier to resolve issues faster. Efficient and effective tracking aligned with preparedness for unseen events enable the construction team to anticipate micro-changes and allow them to adapt and adjust accordingly.

With transparency, real-time data, and tracking, a change-order process is created and minimizes time delays in disputes during construction. The result would be reduced idle time and a most promising solution to improving construction site productivity.

The integration of technology in the industry practice definitely plays a huge role in improving construction productivity. But do not forget that it is only a tool. Using it strategically to improve project management is the bigger challenge. An improvement in performance and productivity equal to an improvement in financial returns but there is a bigger picture here.

Creating a trend towards a healthy and productive construction industry will benefit the whole world.

An updated opinion piece regarding the construction industry’s slow delivery practice discusses how embracing new ideas could solve construction’s poor delivery practice .

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In California, utilities are working to satisfy that rising power demand while also meeting the state’s goals for getting 100 percent ​ “ zero-carbon” electricity by 2045 , up from 61 percent in  2022 . “ Enhanced geothermal systems complement our abundant wind and solar resources by providing critical baseload [power] when those sources are limited,” David Hochschild, chair of the California Energy Commission, said in a Tuesday press release. SCE and Fervo’s deal ​ “ is key to ensuring reliability as we continue to transition away from fossil fuels.”  Unlike existing geothermal plants — which harness naturally available resources — enhanced geothermal systems draw from artificial reservoirs created thousands of feet under the ground. In Fervo’s case, that means using horizontal drilling techniques and fiber-optic sensing tools to make fractures in hot impermeable rocks. Technicians pump those pockets full of water and working fluids at high pressures. The rocks then heat those fluids to produce steam that drives electric turbines. Fervo, which has raised over $ 500 million since 2017 , began operating its first enhanced geothermal project last November. The 3 . 5   MW commercial demonstration plant, which is backed by Google, now supplies power directly to the Las Vegas–based utility NV Energy . The same three partners are taking part in a new initiative — one that Google says is designed to accelerate the deployment of ​ “ 24 / 7 carbon-free energy technologies” like next-generation geothermal and long-duration energy storage, in Nevada and nationwide. Under a  proposed agreement , unveiled earlier this month, NV Energy would buy power from a  115   MW geothermal plant that Fervo is planning to build in Nevada. The utility would then sell that clean electricity at a premium to Google, which operates massive data centers in the state. Google, in exchange, would be credited for the energy and generation capacity on its sizable electric bills. (The proposal is pending review by Nevada regulators.) But the deal Fervo just struck with Southern California is based on more traditional power purchase agreements, with the utility agreeing to pay a fixed rate for every kilowatt-hour of electricity the Utah geothermal plant generates. SCE ’s commitment will play out over two 15 -year contracts that mirror the project’s staggered construction phases. At Cape Station, Fervo has drilled 12 of what will eventually become 100 geothermal wells on public and private lands in western Utah. Jewett said the project is ​ “ on track and on time” to deliver the first 90   MW in 2026 , with the rest of the nearly 400   MW slated to come online two years after that. Electricity will travel from Cape Station over high-voltage transmission lines, first to Nevada and then over the California border into SCE ’s service territory. Fervo has also struck a deal to sell another 53   MW of power from the project to California community choice aggregators — meaning Cape Station’s full clean electricity capacity is all but sold out. “ We’re seeing an incredibly robust demand for firm, clean power right now coming from not only utilities but also tech companies and all sorts of different users,” Jewett said. ​ “ And it’s really fun to be able to [meet] that demand with real projects.” Clean energy Maria Gallucci is a senior reporter at Canary Media. She covers emerging clean energy technologies and efforts to electrify transportation and decarbonize heavy industry. Climatetech finance This MIT-backed fund wants to solve the toughest climate problems Food and farms Meati is turning fungi into climate-friendly steaks. Will diners bite? Fossil fuels Just how bad are gas appliances for your health? Policy & regulation Missed deadlines pile up as New York’s climate law turns five Help | Advanced Search Mathematics > Numerical Analysis Title: a sherman--morrison--woodbury approach to solving least squares problems with low-rank updates. Abstract: We present a simple formula to update the pseudoinverse of a full-rank rectangular matrix that undergoes a low-rank modification, and demonstrate its utility for solving least squares problems. The resulting algorithm can be dramatically faster than solving the modified least squares problem from scratch, just like the speedup enabled by Sherman--Morrison--Woodbury for solving linear systems with low-rank modifications. Comments: 6 pages Subjects: Numerical Analysis (math.NA) classes: 65F20 Cite as: [math.NA]   (or [math.NA] for this version)   Focus to learn more arXiv-issued DOI via DataCite Submission history Access paper:. HTML (experimental) Other Formats References & Citations Google Scholar Semantic Scholar BibTeX formatted citation Bibliographic and Citation Tools Code, data and media associated with this article, recommenders and search tools. Institution arXivLabs: experimental projects with community collaborators arXivLabs is a framework that allows collaborators to develop and share new arXiv features directly on our website. Both individuals and organizations that work with arXivLabs have embraced and accepted our values of openness, community, excellence, and user data privacy. arXiv is committed to these values and only works with partners that adhere to them. Have an idea for a project that will add value for arXiv's community? Learn more about arXivLabs . Moscow Oblast  »  Elektrostal Newsom, lawmakers use cuts, reserves and ‘fiscal emergency’ declaration to solve budget deficit Copy Link URL Copied! Gov. Gavin Newsom and Democratic lawmakers struck a deal Saturday to make $16 billion in cuts, declare a statewide fiscal emergency and pull money from the state’s rainy-day reserves to balance a $46.8-billion budget deficit. The agreement for a $297.7-billion spending plan is the result of weeks of contentious negotiations with labor unions and business interests after weaker-than-anticipated revenue forced Newsom and lawmakers to scale back California’s progressive policy agenda. The shortfall inspired a tug-of-war over coveted state dollars that has caused rifts between the governor and some of his closest allies at the Capitol. Among the more high-profile changes, the 2024-25 budget plan delays a minimum wage increase for healthcare workers until at least October, cuts $1.1 billion for affordable housing and slashes $750 million in funding for the state prison system. California’s business community also took a hit, with the three-year suspension of nearly $15 billion in tax breaks a year earlier than Newsom initially proposed. “This agreement sets the state on a path for long-term fiscal stability — addressing the current shortfall and strengthening budget resilience down the road,” Newsom said in statement. “We’re making sure to preserve programs that serve millions of Californians, including key funding for education, health care, expanded behavioral health services and combating homelessness.” The deficit marks a dramatic reversal of California’s financial standing from a projected $100-billion surplus two years ago and creates a challenging political narrative for Newsom, who often boasts of the state being an essential economic engine for the nation. The governor is required by law to declare a statewide budget emergency before he can take money from the reserves to address the deficit. But an emergency declaration gives fodder to critics who have accused Democrats of mismanaging the state’s finances and overspending. Despite the shortfall, the California economy remains strong, and the state has more revenue to spend than it did when Newsom took office. “This is not a revenue problem,” said David Crane, president of Govern for California, a nonprofit that seeks to oppose the influence of labor unions on state government. “The deficit is a result of expenditures.” In April, Newsom touted the fact that the California economy held its position as the fifth largest in the world , saying the state “continues to punch above its weight.” The state government’s financial problem can be blamed in part on poor revenue projections that led Newsom and lawmakers to allocate more money for programs than they had available to spend. The state’s progressive tax structure leaves government dependent on revenue from income taxes paid by chief executives and other top earners, which are subject to stock-market fluctuations and difficult to predict. Additionally, the delay of the 2022 tax filing deadline from April to November forced California leaders to craft the current budget without a full understanding of how much state tax revenue had declined. Newsom anticipated California’s deficit to grow when he signed the budget last year and said he dedicated much of the new money in his spending plan to one-time funding increases that he could easily halt if revenue were to fall. The cuts include $500 million for a loan program to fund affordable student housing at colleges and a reduction of $485 million for work-study programs. Yet the governor and lawmakers have been criticized for choosing to pull money from the state’s rainy-day fund — $5.1 billion in 2024-25 and $7.1 billion planned the following year — to avoid deeper cuts. Democrats also plan to take $900 million from a safety-net reserve account next year. Tapping into the state’s piggy bank now has raised concerns about what could happen to programs serving California’s neediest if the economy falls into recession and revenue drops even lower. Democrats at the Capitol released a broad overview of some of the cuts the Legislature will vote on next week, before the budget takes effect July 1. Newsom and lawmakers said the agreement includes proposed legislation requiring the state, in the future, to set aside surplus funds for subsequent budget years as a means to protect against revenue swings and a constitutional amendment in 2026 to increase the rainy-day fund. Details were not shared with the announcement. Here’s what we know so far about the agreement. Pushing off a healthcare minimum wage hike Newsom signed a bill into law last year to give healthcare workers a minimum wage increase to $25 per hour. He waited a few weeks to explain that he wouldn’t allow the law to take effect if the state budget crisis worsened . At the time, the Department of Finance estimated that the law could cost the state $2 billion. Labor unions said the cost was closer to $300 million, if the state required hospitals to cover much of the expenditure. Newsom’s concerns, which he said he shared with unions before he signed the law, set off months of private negotiations over when to raise wages and how to pay for the increase. Those talks ended with the budget agreement, which delays the pay hike from taking effect until Oct. 15 at the earliest, instead of this month, as originally planned. The start date for the pay hike hinges on one of two scenarios: state revenue in the first quarter of the fiscal year coming in 3% above projections, or more federal funding for hospitals through a quality-assurance fee. If neither happens, the increase could be delayed beyond October. Lawmakers and the governor are essentially using the quality-assurance fee as a mechanism to ensure that hospitals can pay for the increase. Hospitals pay quality-assurance fees; the federal government matches the money, then remits the funding back to hospitals. The federal increase requested by the state is expected to cover 30% of the cost of higher wages for hospitals. The budget pegs the state’s cost for the program at $600 million in 2024-25. Dave Regan, president of SEIU United Healthcare Workers West, said “workers are disappointed” that the wage hike won’t kick in this summer but recognized that legislative leaders and Newsom listened to the union’s concerns despite the shortfall. As deficit estimate hits $68 billion, Newsom seeks ‘major changes’ to healthcare wage law Gov. Gavin Newsom said his staff has been working with Democrats in the Legislature on the state’s healthcare minimum wage law in light of budget concerns. Dec. 7, 2023 No solution on battle over MCO tax The question of how to use the proceeds of a tax on managed care organizations, known as the MCO tax, turned out to be the most difficult to answer in budget negotiations — so challenging, in fact, that talks fizzled out, and Newsom threatened to oppose a ballot measure backed by some of his closest allies. The tax applies to health insurance providers that charge fixed monthly payments for services and acts as a mechanism to allow California to collect billions in additional federal funds for Medi-Cal, the healthcare system for low-income residents. Newsom and lawmakers renewed the tax last June and agreed to use some of the proceeds to raise reimbursement rates to providers who serve Medi-Cal patients. For years, doctors have waged an unsuccessful campaign to raise rates, arguing that the reimbursements are too low, result in a shortage of doctors willing to accept patients and restrict access to care. But Newsom reversed course and proposed taking more than $6 billion from the Medi-Cal rate increases over multiple years and using the funding instead to avoid cuts to the program. The change pitted Newsom against a coalition led by the California Medical Assn. and Planned Parenthood, two groups that have supported the governor’s causes and backed his campaigns. The coalition called for the governor to stick to the agreement he made in 2023 to raise rates for providers. It also is leading a charge to pass a measure on the 2024 ballot that would permanently establish an MCO tax to fund higher reimbursement rates and other Medi-Cal services. The governor wants the coalition to take the measure off the ballot. He wants the funds to be flexible so the state can use the money if necessary to support the Medi-Cal system in the future. The coalition has so far declined to take the measure off the ballot, fearing that Democrats would divert the funding again. The talks ended in a stalemate. The final state budget includes $6.9 billion next year to support the Medi-Cal system. Newsom and lawmakers agreed to offer a smaller pot of money for “provider rate increases and investments” from the MCO tax, but far less money than was previously set aside. The budget includes $133 million in 2024-25 and a plan to raise that to $728 million in 2025-26 and $1.2 billion the following year. Democrats said the MCO funding would become “inoperable,” essentially eliminated, if the measure is approved on the 2024 ballot. Jodi Hicks, chief executive of Planned Parenthood Affiliates of California, said the tenets of the ballot initiative were negotiated last year with safety-net providers and policymakers. The coalition’s measure, if approved in November, would provide the state $2 billion for general Medi-Cal costs, outside of rate increases, annually in 2025 and 2026. “The intent of the initiative was to make historic investments in the Medi-Cal program and provide for a generational change for patients and how they experience access to care,” Hicks said. The governor threatened to campaign against the measure as the budget talks soured this year, setting up the possibility that he could challenge his supporters in the November election. Secret negotiations heat up in Sacramento as budget, ballot deadlines loom California officials must finalize the state budget and the list of measures that will go on the ballot by the end of June. Secret budget conversations are intertwined with deal-making around the 2024 ballot. June 17, 2024 A pause on business tax breaks The budget deal limits total tax credits for businesses in the state to $5 million per filer and pauses a net operating loss tax deduction for businesses with income of more than $1 million in 2024, 2025 and 2026. In a concession to the business community, Newsom and lawmakers are allowing companies to receive refunds for the tax credits after the limits end. Newsom originally proposed halting and capping the tax breaks beginning in 2025. But Democrats in the Legislature pushed to apply the changes a year earlier, allowing them to avoid cuts to other programs. The administration said the changes to the tax breaks will increase revenue by nearly $15 billion through 2026. The early start could hurt businesses who were planning to deduct losses from their 2024 taxes and now have to scramble to scale back on employees or inventory to cover the cost of an unexpectedly higher bill. The limit also marks the second time in five years that the state has capped tax credits, which could turn away companies that operate in California. Big cut to prisons Lawmakers previously proposed an additional $1 billion in cuts to the Department of Corrections and Rehabilitation, including at least $12 million in reductions to the governor’s project to transform San Quentin . Newsom’s proposed cuts had included $80.6 million in savings from the newly announced deactivation of 46 housing units at 13 state prisons. The final agreement drops funding for corrections by $750 million through next budget year, which includes $400 million from Newsom’s plan to cut state operations and eliminate vacant jobs. Overall, the budget reductions to operations and personnel across all of state government saves nearly $2.2 billion. With deadline nearing, Newsom and lawmakers disagree over solutions to California budget crisis Gov. Gavin Newsom and Democratic lawmakers work to settle their differences over a few key budget cuts to reduce California’s massive deficit. June 5, 2024 Newsom supports another round of homelessness grants In late May, Democrats in the Legislature proposed spending $1 billion more than the governor had budgeted on a sixth round of Homeless Housing, Assistance and Prevention grants to local governments. At the same time, lawmakers proposed cutting $100 million in funding to clean up homeless encampments in the current budget year. The final budget deal appears to show a compromise. The deal includes $1 billion in additional homelessness grants, which the governor and lawmakers said would be tied to new accountability measures to make sure local governments use the funding appropriately. The agreement also provides $150 million next year for encampment grants. Broadband internet access for all — a little later The COVID-19 pandemic exposed the need to improve access to broadband internet in homes across California when K-12 education shifted from the classroom to remote learning. Low-income families and those who live in rural areas often lack the same level of connectivity as more wealthy communities. Newsom has sought to make internet access more equitable under a “broadband for all” initiative. The spending plan delays $550 million in funding for “last mile” work, which connects the network to homes, until the 2027 budget year. The budget agreement still offers $250 million next year for a program to expand and improve the fiber-optic network under “middle-mile” projects, and Democrats intend to provide a total of $2 billion for last-mile work over multiple years. A funding delay for public schools Under Proposition 98, approved by voters in 1988, California has a minimum funding guarantee for schools and community colleges. This year, Newsom proposed an unusual maneuver to re-characterize funding in 2022-23 to reflect the lower-than-expected state revenue. The California Teachers Assn. said the change would have reduced funding for schools by about $12 billion over two years. The union ran a television ad criticizing Newsom’s proposal to pressure him to reverse course. Newsom and teachers agreed late last month to a complicated solution that suspends the minimum funding guarantee and delays $5.5 billion in funding until future years. More to Read Gov. Newsom signs budget to close California’s $46.8-billion budget deficit June 29, 2024 Newsom’s budget plan saves vital programs for immigrants, but kids and hungry seniors may suffer June 26, 2024 Can California control its boom-and-bust budget? June 11, 2024 Start your day right Sign up for Essential California for news, features and recommendations from the L.A. Times and beyond in your inbox six days a week. You may occasionally receive promotional content from the Los Angeles Times. Taryn Luna covers Gov. Gavin Newsom and California politics in Sacramento for the Los Angeles Times. More From the Los Angeles Times World & Nation Biden allies rally behind him with public show of support as he spends family time at Camp David June 30, 2024 Column: After Biden’s debate fiasco, Harris or Newsom could be Plan B ‘A course correct’: How Biden resets his campaign since he’s likely not going anywhere Biden rallies for LGBTQ+ rights as he looks to shake off debate performance Information Author Services Initiatives You are accessing a machine-readable page. In order to be human-readable, please install an RSS reader. All articles published by MDPI are made immediately available worldwide under an open access license. No special permission is required to reuse all or part of the article published by MDPI, including figures and tables. For articles published under an open access Creative Common CC BY license, any part of the article may be reused without permission provided that the original article is clearly cited. 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Knowledge-Guided Parallel Hybrid Local Search Algorithm for Solving Time-Dependent Agile Satellite Scheduling Problems. Symmetry 2024 , 16 , 813. https://doi.org/10.3390/sym16070813 Shan Y, Wang X, Cheng S, Zhang M, Xing L. Knowledge-Guided Parallel Hybrid Local Search Algorithm for Solving Time-Dependent Agile Satellite Scheduling Problems. Symmetry . 2024; 16(7):813. https://doi.org/10.3390/sym16070813 Shan, Yuyuan, Xueping Wang, Shi Cheng, Mingming Zhang, and Lining Xing. 2024. "Knowledge-Guided Parallel Hybrid Local Search Algorithm for Solving Time-Dependent Agile Satellite Scheduling Problems" Symmetry 16, no. 7: 813. https://doi.org/10.3390/sym16070813 Article Metrics Article access statistics, further information, mdpi initiatives, follow mdpi. Subscribe to receive issue release notifications and newsletters from MDPI journals 182 IMAGES The Critical Role of Problem-Solving in Construction Project Management Lexica Workflow model of a problem solving process. The photo next to the Why Are Problem-Solving Skills Important In Construction Issues Lexica The Best Problem-Solving Techniques for a Construction Engineer VIDEO Problem-Solving in Construction: Challenges and Solutions I made A Mistake And They Loved It Solving Construction Challenges: A Civil Engineer's Perspective The Power of Problem-Solving: Construction Engineer's Toolbox Brains and Banter on the Build! 🧠🚧 Making the Unattractive Attractive: Digital Opportunities in Our Industry COMMENTS How to Encourage Problem-Solving in Your Construction Workforce 1. Identify the problem: First, a construction team must ensure they identify the problem correctly. 2. Analyze the problem: Next, team members should consider the problem's causes. 3. Brainstorm solutions: A team can work together to generate a list of possible solutions to the problem. Thinking creatively can help with this step. The Best Problem-Solving Techniques for a Construction Engineer As a construction engineer, problem-solving is an essential part of your job. The efficient execution of construction projects depends on how well you can manage unexpected challenges and obstacles that arise along the way. Given the complexity of many construction projects, it is vital to have a good problem-solving toolkit at your disposal. Problem Solving in Construction Problem Solving in Construction. Monday, 04 July 2016. When the end of a construction project is near, results must be measured. If results aren't the ones you and your team expected, then clearly something went wrong in the process. It's not enough to only check the end result, the whole process needs to be evaluated as it goes. Problem Solving Skills in Construction Solving problems and decision making is a regular activity in the construction business, but nobody was born with problem-solving skills. Rather, it is a skill that is honed via experience and relentless application. Steps to solving construction project problems. Problem-solving is a learned skill that can be developed over time. The Importance Of Problem Solving During Construction Problems can waste a ton of time and money, even causing your project to be delayed as a result! The easier you and your team can work together to solve an issue, the more time and money you'll save. Effectively problem-solving can ensure that your scheduled completion date and budget have the lowest possible odds of needing to be changed. What Is Problem Solving in Project Management? Here's Everything You Problem-Solving Steps in Project Management. While the process you choose to solve problems may vary, here is a seven-step framework many project managers use. This problem-solving method combines primary and secondary problem-solving steps. #1. Define the Problem. Gather data and information from key stakeholders, team members, and project ... Problem-Solving Techniques & Decision Making in Construction The Importance of Problem-Solving & Decision Making in Construction: Minimizing Project Disruptions: Quick and effective problem-solving prevents delays and keeps projects moving forward. Reduced Project Costs: Identifying and addressing problems early on minimizes costly rework and resource waste. Improved Project Quality: Sound decision ... Beginner's Guide to Construction Project Management Construction project management typically includes complicated tasks that can shift wildly, depending on the work at hand, and it requires strong skills in communication, deep knowledge of the building process, and the ability to problem-solve. Construction project management is a complex field, requiring knowledge in many different areas like ... The Critical Role of Problem-Solving in Construction Project Management x1. Problem-solving is one of the most important skills for a good project manager. The construction industry is no stranger to problems and delays. It involves a million moving parts to finish a project, so there are a lot of risks and potential roadblocks that may hinder the project's completion. In an article from Emerald Insights (Causes ... Critical Thinking in Construction: Solving Problems Efficiently Enhance your construction projects by utilizing critical thinking to efficiently tackle complex issues and make well-informed decisions in the industry's fast-paced setting. Structured problem-solving and systematic analysis are essential for successful outcomes. Engage in data analysis for valuable insights and strategic planning. Embrace innovative techniques and collaboration for effective ... New rules for effective problem solving in projects IntroductionTo solve seemingly impossible problems, you can't always make a "best guess" and hope for the best. The tendency to jump to conclusions results in costly mistakes. Hunches, instinct and pure intuition may be inspiring, but they can lead to unforeseen problems and erroneous decisions that can lead to the project's death. Problem solving today is a totally different animal.Problem ... The top 5 construction project management challenges and ... Construction site problems and their solutions. Let's explore the top five construction industry challenges in 2022 and how project managers can overcome them. 1. Communication and collaboration. Communication is a significant part of a project manager's role—project managers in the construction industry spend 90% of their time on it. Developing problem solvers to advance lean construction The initial experiments with problem solving, which concentrated on one specific project and three teams, led to exceptional results. According to the project manager, however, the best outcome was the fact that the area supervisors began to develop the capabilities of their team members and that everyone started to learn to solve problems. Construction Project Management: A Comprehensive Guide The Construction Project Management Process is a systematic approach to planning, coordinating, and controlling a construction project from inception to completion. A proficient Construction Project Manager needs to have a diverse set of skills, including effective communication, problem-solving, and leadership. Construction's Productivity Problem Financing designed for the supply chain in the construction industry allows contractors to keep moving forward and secure their place in line with an order before they receive a single check. 4. Improve payment transparency. If there's one thing that can bring a thriving project to a halt, it's payment problems. Most common construction problems and how construction ... Improving on "basic" project management skills is the most potent remedy for reducing construction problems and improving construction performance (McKinsey, 2015). Embracing transparency and real-time collaboration create a continuous work flow — a transparent environment makes it easier to resolve issues faster. PDF The Role of Problem Solving in Construction Management Practices The study addresses quality issues related to project management and examines the role of problem solving practices in the creation and redressing of failures and defects in construction processes. The theoretical framework is based on theory of structuration and enables the central analysis that includes underlying structures of the actors as ... (PDF) Construction site managers' problem solving Construction site managers' problem solving. April 2018. Conference: COBRA, Construction, Building and Real Estate Research Conference of the Royal Institution of Chartered Surveyors. At: London ... BUILDING REQUEST SkyscraperPage Forum > Diagrams & Database > Building Requests & Database Corrections > Completed Requests: BUILDING REQUEST | One Tower | Moscow Next-generation geothermal will soon power Southern… The geothermal startup uses oil-and-gas drilling techniques to tap heat from deep underground. Fervo began construction last fall on an " enhanced geothermal" project in Beaver County, Utah, which is expected to generate nearly 400 MW of around-the-clock electricity when it reaches full production in 2028. Moscow: The making of a modern metropolis :: Web media :: Publications WorldBuild 365. от 09 September 2016. Moscow: The making of a modern metropolis. 09 September 2016. If there is a city that is emblematic of Russia's journey from the medieval period, through the Imperial Era, past the Soviet Union to the present day, it is Moscow. The architecture of the Russian capital is like a tapestry — weaving ... A Sherman--Morrison--Woodbury approach to solving least squares We present a simple formula to update the pseudoinverse of a full-rank rectangular matrix that undergoes a low-rank modification, and demonstrate its utility for solving least squares problems. The resulting algorithm can be dramatically faster than solving the modified least squares problem from scratch, just like the speedup enabled by Sherman--Morrison--Woodbury for solving linear systems ... Design and Build Companies in Elektrostal', Moscow Oblast, Russia Search 71 Elektrostal', Moscow Oblast, Russia design and build companies to find the best design and build company for your project. See the top reviewed local design and build companies in Elektrostal', Moscow Oblast, Russia on Houzz. VGT Студия красок VGT Студия красок is located in Elektrostal. VGT Студия красок is working in Hardware stores activities. You can contact the company at 8 (968) 906-97-52. Newsom, Democrats use cuts, reserves and 'budget emergency' declaration Gov. Gavin Newsom and Democratic lawmakers struck a deal Saturday to make $16 billion in cuts, declare a statewide fiscal emergency and pull money from the state's rainy-day reserves to balance ... Knowledge-Guided Parallel Hybrid Local Search Algorithm for Solving As satellite capabilities have evolved and new observation requirements have emerged, satellites have become essential tools in disaster relief, emergency monitoring, and other fields. However, the efficiency of satellite scheduling still needs to be enhanced. Learning and optimization are symmetrical processes of solving problems. Learning problem knowledge could provide efficient ... Global Data Center Trends 2024 Consequently, rental rates surged by 41.6% year-over-year as tenants secured leases pre-construction to meet capacity needs. The high electricity demand also boosted power costs by 20.8% year-over-year. Opportunities: Dominion Energy's current transmission line projects should boost power capacity by 2026, potentially easing existing limitations. UC, GE HealthCare, Cincinnati Children's partner on MRI facility The UC Board of Trustees on June 25 approved a $9 million project for the formation of the new advanced imaging research and development center, which will allow clinical investigators from UC and ... case study cover letter presentation problem solving rewiew prompts websites tips