017 communication

COMMUNICATIONCOMMUNICATION

[email protected]://www.construction-productivity.co.uk

mailto:[email protected]

COMMUNICATIONThere are different communication instruments, suchas: e-mail document telephone meeting contracts specifications reports manuals schedules calculations

COMMUNICATION drawings computer files Disks print-outs photographs agenda’s and minutes of meetings The management of documentation and

communication used in a project is used by a number of subcontractors, the storage and retrieval thereof for further use.

COMMUNICATIONSTANDARDISATION OF COMMUNICATION The main purpose of standardisation is to

develop a specific level of conformity. This process of standardisation has certain

advantages for the management of a project, such as:

Less different documents. Revised drawings overtake the other

drawings. Records are easy to handle.

COMMUNICATION Training is simpler and more uniform. Communication planning and especially -

control is simpler. Better utilisation of documents and the

compiling thereof. Easy to use in one project or another,

although these are totally different projects.

COMMUNICATION Standardisation contributes to

increased productivity. The documents and communication

from one project to the next are the same or similar.

Therefore less confusion is created.

COMMUNICATIONCOMMUNICATION PLAN Communication planning brings the

project together. The project manager and head office staff

are at the heart of the project’s information and control system.

It is the project manager’s responsibility to develop the project organisation structure.

To develop the project’s communication plan and lines of communication.

COMMUNICATIONThe communication plan should outline: Who is responsible for lines of communication? Who is the sender and who is the receiver? What are the scope of communication and the format

adopted? How the message, drawings etc are send to all parties

interested. What method would be the most appropriate? Is it: e-mail document telephone meeting

COMMUNICATION presentation Feedback (confirm message received

and understood – document control)Filing system: retrieval storing disaster recovery

COMMUNICATIONCOMMUNICATION FLOW AND

INSTUMENTSFormal communicationCommunication flows in four directions: 1. downwards 2. upwards 3. Horizontally4. laterally

These basic communication flows are:

smallersuppliers

Smallersuppliers

Main SupplierSub-contractors

QuaintlySurveyors

SiteFormanSite Agents

SiteManagers

DesignTeam

ProjectManager

Communication flows

COMMUNICATIONInformal communication In the construction industry, the

following are informal communication methods:

Regular contact-face to face E mailing Phone call Team Meetings

COMMUNICATIONProject communication instruments Project communication Internal External Between members of an organisation

at all levels in order to achieve a mutual goal or goals.

COMMUNICATION To achieve goals, it is necessary to

communicate or interact at various levels of the organisation.

This is known as internal communication. Members also have to communicate with

individuals or groups who are not members of the project.

This is referred to as external communication.

COMMUNICATION

Subcontractor BSubcontractor A

Web Browser

General Contractor

Web Browser

Web Browser

XML XML

XML

Message Agent

Message Agent

Message Agent

Platform: IBM PCOS: Window 2000 ProfessionalFTP server: IIS 5.0

Platform: IBM PCOS: LinuxFTP server: WuFTP


DataSynchronization

Subcontractor BSubcontractor A

Web Browser

General Contractor

Web Browser

Web Browser

XML XML

XML

Message Agent

Message Agent

Message Agent

Message Agent

Message Agent

Message Agent


Platform: IBM PCOS: LinuxFTP server: WuFTP


DataSynchronization

COMMUNICATION

Time-BasedSchedule

WWP

ResourceVendor

Item-BasedSchedule

Task-BasedSchedule

Work packageBreakdown

WWPPlanning

ResourceLimitation

Other External Information

Other participants

No

Yes

General Contractor

Data Collection

Data Conversion

CommunicationTime-Based

ScheduleWWP

ResourceVendor

Item-BasedSchedule

Task-BasedSchedule

Work packageBreakdown

WWPPlanning

ResourceLimitation

Other External Information

Other participants

No

Yes

General Contractor

Data Collection

Data Conversion

Communication

Weekly work plan (WWP)

COMMUNICATION-CITED-SMITH AND CRONJI (2001)

Projectmanager

ArchitectEngineers Quantity surveyor

QS teamsEngineeringteams

Downward

Horizontal

Lateral Upward

Communication flowsSited-Smith and Cronji (2002)

Project communication instruments

Project communication

Internal communication External communication

COMMUNICATION AND PRODUCTIVITY

Communication

High performance

High Productivity

Internalcommunication

Externalcommunication

TeamworkMotivation

CultureTechnology

RESEARCH MODEL (Process model productivity on site)

Organisational Factors

Contract management

Finance

Etc

PROJECT WORK ENVIRONMENT

Pre-construction Activities (1) D1. Client brief D2. Project objectives D3. Specification D4. Design/build-ability D5. Contractual arrangement D6. Planning D7. Scheduling D8. Estimating

Site/Project Manager (2) Characteristics D9. Experience/capability D10. Leadership style D11. Authority/influence D12. Goal commitment D13. Involvement

Labour (6) Characteristics D39. Subcontracting

Labour D40. Direct labour

Management (3) Factors D14. Clarity of tasks D15. Team work D16. The style of management D17. Safety management

Management (4) System D18. Planning D19. Communication D20. Controlling D21. Co-ordinating

Resource (5) Management D22. Labour selection D23. Labour control D24. Material selection D25. Material handling D26. Plant D27. D31. Waste on site D32. D38. Delay and Disruption on site

Motivating Factors (7) D41-D46 Hygiene Factors D47-D55

P R O D U C T I V I T Y

Project Performance Time Cost Quality Safety

Job Satisfaction

Effort Rewards

Ability and Skill of worker

COMMUNICATION RANKING-RESULT OF A SURVEYBivariate/ inferential analysis Bivariate/ inferential analysis examines the relationship between the research

variables and case studies by applying correlation coefficient and chi-

square test development of a hypothesis and sub-

hypothesis

COMMUNICATION RANKING-RESULT OF A SURVEY 16 case studies with a high level of

productivity. 16 case studies with a low level of productivity

were investigated in the London area. All of the construction firms who participated

in the case studies are involved in providing homes for Housing Associations.

COMMUNICATION In order to test the hypothesis and sub-

hypothesis the following technique was used: Data from the 32 case studies is fed onto a

spreadsheet containing all the information that is related to site productivity.

Communication was also amongst collected data.

The rating for communication was set from 1 to 5.

Scale 1 is least and scale 5 is rated as best.

COMMUNICATION RANKING-RESULT OF A SURVEY The relationship between influencing

factors and the productivity level is tested. The correlation co-efficient and the chi-

square test was used. Output from the analysis is tabulated and

highly significant factors affecting productivity was ranked (see table below).

Determinants (Variable)

Chi-square test (x2)

Corrltn Coefficient (r)

Significance Level of Association (p)

Ranks

Pre-Construction Activities D1-Client brief D2-Project objectives D3-Specification D4-Design and build-ability D5-Contractual arrangement D6-Planning D7-Scheduling D8-Estimating

8.14 6.14 13.32 12.83 12.50 6.15 8.96 6.14

0.67 0.41 0.67 0.74 0.55 0.48 0.61 0.36

P<0.01 P<0.01 P<0.001 P<0.001 P<0.001 P<0.01 P<0.001 P<0.01

5th 7th 1st 2nd 3rd 6th 4th 8th

Results relating to project/site manager characteristic

Determinant (Variable)




Ranks

Site/Project manager characteristic D9-Experience/capability D10-Manager leadership style D11-Authority/influence D12-Goal commitment D13-Project/site manager involvement

21.20 10.16 21.89 12.48 8.54

0.87 0.48 0.69 0.62 0.61

P<0.001 P<0.001 P<0.001 P<0.001 P<0.001

2nd 4th 1st 3rd 5th





Ranks

Management Factor D14-Clarity of tasks D15-Team work D16-The style of management D17-Safety management

12.52 12.52 10.16 6.14

0.75 0.62 0.64 0.36

P<0.001 P<0.001 P<0.001 P<0.001

1st 2nd 3rd 4th





Resource Management-Box 4

D18-Labour Selection

1.24 -0.09 P<0.1(No significance)

D19-Labour Control

21.20 0.75 P<0.001

D20-Material Selection 21.20 0.67 P<0.001 D21-Material Handling

10.78 0.74 P<0.001

D22-Plant 10.90 0.56 P<0.001

Waste on site following

D29-Design change

1.12 0.42 P<0.1(No significance)

D30- Design error

8.0 0.55 P<0.001

D31-Bad workmanship

9.14 0.56 P<0.001

D32-Bad handling of material


Delays and Disruption on site Caused by

D34-Contractors action

9.62 0.72 P<0.001

D35-Late arrival of materials Determinant (variable)

5.58 0.34 P<0.01

D36-Late arrival of machinery


D37-Client’s action


D38-Design team mistakes


D39-Sub-contractors action 1.14 0.39 P<0.1(No significance)

D40-Bad weather






Ranks

Management System D23-Site planning D24-Communication D25-Controlling D26-Coordinating

8.53 12.50 4.50 15.40

0.34 0.68 0.42 0.74

P<0.001 P<0.001 P<0.02 P<0.001

3rd 2nd 4th 1st

Results related to labour characteristics Determinant (Variable)


Carlton Coefficient (r)


Ranks

Labour Characteristics D27-Subcontracting Labour D28-Direct Labour

28.24 17.88

0.87 0.72

P<0.001 P<0.001

1st 2nd

Results related motivating factors and hygiene factors Determinants (Variable)

Chi-square test

(x2)



Ranks

Motivating Factors D41-Achievement D42-Recognition D43-Work itself D44-Responsibility D45-Advancement D46-Growth Hygiene Factors D47-Company policy D48-Supervision D49-Relationship with above D50- Relationship with equal D51- Relationship with below D52-Status D53-Job security D54-Salary D55-Personal Factors

15.39 8.13 0.82 16.00 15.18 4.38 0.18 20.74 6.16 6.14 6.35 0.53 8.53 17.89 0

0.77 0.48 0.13 0.94 0.56 0.44 0.21 0.94 0.30 0.43 0.38 -0.17 0.55 0.82 -0.19

P<0.001 P<0.001 P<0.1 (no significance) P<0.001 P<0.001 P<0.02 (no significance) P<0.5 (no significance) P<0.001 P<0.01 P<0.01 P<0.01 P<0.5 (no significance) P<0.001 P<0.001

4th

8th

12th

3rd

5th

11th

14th

1st

9th

10th

7th

13th

6th

2nd

151h

DEVELOPMENT OF A MODEL CONSIDER VARIABLES WITHIN THE

PROCESS MODEL CONSIDER ALL SFACTORS-

INETERNAL AND EXTERNAL DEVELOP A RELATIONSHIP BETWEEN

PRODUCTIVITY AND EFFECTIVE COMMUNICATION

DEVELOP A PROCESS MODEL READ ABOUT PRINCE 2-NOT

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