The EVM is found to be based on MBR. However, project
control based on MBR is argued to be inappropriate for managing
at the operational level where tasks are highly interdependent.
The LPS is found to be based on the MBM view.
The empirical evidence from case study suggested that the
MBM view is more appropriate to manage works when it is
applied to the operation level where each task is highly
interdependent.
9. Performance improvement process model
Fig. 13 shows the key factors that determine the success of
improvement process. The model is depicted as a causal loop
diagram and illustrates the interactions between key factors.
An arrow between factors means that factor X affects factor
Y. A positive sign indicates that if factor X increases, then
factor Y also increases. A negative sign indicates that if factor
X increases, then factor Y decreases. A double line indicates a
time lag. When more than one arrow converges to a diamond,
then ALL of conditions need to be present for the resulting
factor to occur and must ALL be present for effective (Operational
Improvements) to occur. The development of (Operational
Improvements) depends on three key factors: (1) Time
spent on improvement; (2) Performance Improvement skills
and Mechanisms; and (3) Perspective and Goals. Operational
Improvements are the changes implemented by the organization.
These improvements result in (Improvement Results)
but with a time lag.
9.1. Time spent on improvement
9.1.1. Time spent on production
(Time Spent on Production) reduces (Time spent on improvement);
(Work Load and Project Pressures) increases (Time
Spent on Production); (Market Conditions) increase the
(Work Load) because of the increased volume of work, and
the difficulty to hire qualified people in a growing market, project
staff is spread (thin) and cannot allocate much time to
improvement; and (Time Spent on Production) increases the
(Organizational Performance). This illustrates the managerial
dilemma between (Today Performance) versus (Future
Performance).
9.1.2. Management support
(Management Support) increases (Time spent on improvement).
The construction literature considers senior management
support critical for the success of improvement effort.
(Management Support) is indicated by the following: (a) Personal
involvement in improvement efforts; (b) Acknowledging
and rewarding the efforts and successes; (c) Hiring employees
who can contribute to improvement; (d) Evaluating middle
management (project managers and superintendents) based