Construction Management - Performance Management of Build Time

This is primarily written concerning the Australian residential building industry.

What is Construction Management?

To understand how to manage something we need to first identify what it is. The four major tenants of construction management are time, funding, quality and security. Additional items that are also a central duty of construction management are regulatory compliance, supply chain management and coverage.

This article concentrates on the management of construction time; in subsequent posts I will discuss the other essential elements.

To handle the timely construction of almost any project you must ensure that all things are appropriately planned for, such as substances, prospective labour demands, regulatory and compliance requirements and construction difficulties identified and mitigated, among a number of other things. I am going to focus on measures of timely operation, and discuss their advantages and negatives.

Construction Time Measurement Plans

There are many Ways of measuring construction performance, and they vary considerably in emphasis and approach:

Stage Timeframe

Reporting periodically (usually monthly) on duration taken from the start of a period of building to the end of the stage (e.g. framework, brickwork, match, etc.). These are averaged for every stage across all jobs where construction stage was finished, in that interval.

This enables comparison across multiple supervisors, but is very simplistic as it presumes all contracts should take the same length in the same stage. It's also prone to significant ups and downs because of the very low number of contracts period completions within a span (anything below seven point completions creates the statistical average dubious). The other drawback to this is that at a monthly average you don't get the chance to solve problems, you only report on these. It's a good reporting plan for quarterly, half yearly and annual supervisor performance charts, and to see that the general average movements across all the managers.

This is all about putting a theoretical burden against specific milestone tasks in the contracts construction program, and therefore, recording the completion of those tasks during a time-frame, rewards the supervisor of this job. This is sometimes reported per contract, per supervisor or a structure manager.

As a relatively common strategy it aims at weighting different elements of the building program and links reward accordingly. It's normally a numerical value associated with each landmark, and therefore easy to mathematically analyse to recognize figures like amount of worth each week and average weekly value for life of a contract. The disadvantage to this weighted markers strategy is that it rewards progress on a small subset of these tasks, and so progress may be created such that the numbers look good, however significant other functions might be left languishing and the amounts will not tell you this story.

Baseline Markers

Laying an perfect world anticipation of the building programme (baseline), permits for comparison at any point in the programme of current prediction against the research laid down in the start. You are then able to say whether you are ahead or behind the deadline, and give this a numeric value.

This is normally a base measure, which other statistics are gleamed from. Important facts to consider are,'how realistic is the baseline?', 'does the baseline length adjust with contract complexity and dimensions?' And'do delays outside the control of the construction team get corrected to the baseline?' You could even view slippage in the baseline, so that you can readily identify areas of building issue to be improved. The down side of this is that it is made up of a singular number listed at a point in time against a contract, and therefore is difficult to use to recognize averages and trends.

Days of Work Achieved per Stage

This measures progress each week contrary to the contract, by measuring the forecast amount of times to completion at the start of the reporting cycle and then comparing against the same state at the end of the reporting cycle. This gives the metric of times of progress achieved per period, and it can be a measure of just how much closer are you to the end of the job. It allows the comprehensive construction programme to be performance managed, as forgetting things or delaying them will finally push the forecast and hence will decrease the amount of days advancement per period. The difficulties of this metric is that it may go negative in short intervals, and also that the building programme prediction desires a level of accuracy, that can only be reached with complex project management systems.

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