Many studies have revealed that the productivity of the construction industry has
been exhibiting an increasingly lacklustre performance, despite the fact that the last
century witnessed the most radical advancements in the technologies. The paper
critically analyzes the contemporary measures in productivity control and
management practices based on an investigation conducted on construction processes,
documentation, perception, productivity personnel, and awareness focusing on a
number of construction projects both in Canada and the United States. The
observations were verified and justified based on the responses from the construction
industry personnel. Results of the analysis of contemporary productivity practices and
potential issues are further elaborated and discussed in detail in the subsequent
paragraphs. The paper also elaborates all the insights and the inferences resulted in
the preliminary study, from a new perspective that proposes to practice productivity
control and management as a mainstream function complementing overall project
management process with objectivity in implementation by way of a
dedicated/committed person and a structured framework of actions. The paper further
extends to introduce the basic concepts of the new Construction Productivity
Improvement Officer (CPIO) role. The CPIO concept is further discussed related to
its approaches towards addressing the key issues identified as lack of accountability,
poor integration of isolated tasks, discrete functionality, lack of planning and
controlling measures.
Many studies have revealed that the productivity of the construction industry has
been exhibiting an increasingly lacklustre performance, despite the fact that the last
century witnessed the most radical advancements in the technologies. The paper
critically analyzes the contemporary measures in productivity control and
management practices based on an investigation conducted on construction processes,
documentation, perception, productivity personnel, and awareness focusing on a
number of construction projects both in Canada and the United States. The
observations were verified and justified based on the responses from the construction
industry personnel. Results of the analysis of contemporary productivity practices and
potential issues are further elaborated and discussed in detail in the subsequent
paragraphs. The paper also elaborates all the insights and the inferences resulted in
the preliminary study, from a new perspective that proposes to practice productivity
control and management as a mainstream function complementing overall project
management process with objectivity in implementation by way of a
dedicated/committed person and a structured framework of actions. The paper further
extends to introduce the basic concepts of the new Construction Productivity
Improvement Officer (CPIO) role. The CPIO concept is further discussed related to
its approaches towards addressing the key issues identified as lack of accountability,
poor integration of isolated tasks, discrete functionality, lack of planning and
controlling measures.
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