Managing Christchurch Rebuild Project With Effective Coordination Essay

Over the past few years, the construction industry has been changing dramatically. One of the most important stages in the construction management and business management is the planning phase. They share similar two main levels of planning which are the strategic and operational planning. However, business management planning to decide in advance what should be done, and how to do it, when you do and you are done. On the other hand, Construction management strategic planning is to deal with selection on a high level of overall objective of the project, including the scope, procurement methods, schedules and financing options but the planning of operations, including the

This concept could be widely used in the construction industry to increase productivity, and also to enhance organization amongst partakers involved. If there were professionals trained in investigating and scrutinizing various actions employed while a construction project is underway, they could easily identify where there is scope of improvement, and also provide suggestions to improve its

The design and construction of buildings can be a complicated business involving different professions, contractors, sub-contractors and operatives. This type of work is varied and employs many construction personnel with different roles and responsibilities, working together to complete a project in as successful way- on time, on budget and to the right specification. A large project would involve a great number of different activities:

This helps in making the project extremely cost and time effective. The construction manager can provide design timelines to all the participating members of the project. Once the designs are ready, the design conflicts can be solved in group meetings. The traditional method of construction is inefficient in this matter as the problems in design will be faced on site and corrections to this can be extremely costly and inefficient.

The productivity decline in the construction industry in recent years is mainly due to the schedule and cost overruns, poor coordination between the project participants and ineffective planning. Integrated project delivery (IPD) solves these issues by integrating project participants, processes, practices, systems, business and work structures into a process that collaboratively harnesses the talents, ideas and insights of everyone involved in the project. This method

Several factors combined like the general contractor undergoing several labor force changes in past projects, the customer having little knowledge of the construction process and the construction industry suffering from the lack of communication in several projects (Mitkus, et al., 2014) state claim that a communication deficit exists. The communication deficit can prompt conflict in several areas of the project and have a tremendous negative impact on the overall success of the project. A qualitative study by Mitkus & Mitkus revealed that inefficient communication between the project manager, project team, and customer had a negative impact on quality and customer acceptance (Mitkus, et al., 2014). The study also revealed several root causes of the communication deficit (Mitkus, et al., 2014):

It is hard to find any industry that has not been significantly impacted by the technology revolution, and the construction industry is no exception. In this technology driven age, construction project managers and contractors have access to a number of software options that offer the logistic and administrative support necessary to create a streamlined, efficient process that has the capacity to increase productivity, improve communication and reduce overall costs.

It can prove to be very difficult to manage a construction site as projects and sites are short-lived in nature, constantly changing in status, covering a huge range of construction processes of varying complexity and scale. The work processes and people change almost daily on sites, and projects involve diverse groups who are physically separated from the site, i.e. those who procure, design, specify, manage and maintain buildings and structures as well as those who undertake the process of building them.

Constructions project management involves the direct and daily monitoring of all construction activities and tasks, including all the construction methodologies that is being applied, as well as the personnel that directs or guides the project through every single stage or phase of its life cycle. It is pertinent to know that not all constructions jobs might not be successfully completed due to some changed conditions or unforeseen circumstances beyond control like the effects of nature and differing site conditions. Some of the constructions projects get rejected or are abruptly cancelled due to reasons best known to either the contractor or the client as the case maybe, but whatever happens regardless. Proper and effective closure is always needed on all constructions projects.

This paper is motivated first, by the adverse effects of rework on construction projects. Rework has been acknowledged as being the primary factor contributing to cost overruns and schedule delays (Chan and Kumaraswamy, 1997 and Love, 2001, cited in Love, 2002a; Love, 2002b; Love and Edwards, 2004; CII, 2001b, cited in Palaneeswaran, 2006; Palaneeswaran, 2006; Hwang et al., 2009; Ye et al., 2014). These tangible costs have been found to be as high as 25% of contract value and 10% of project costs (Love and Li, 2000; Barber et al., 2000, cited in Love, 2002a and Simpeh et al., 2012). Other costs, such as additional manpower and resources for rework (Palaneeswaran, 2006; Tommelein

As project management struggles to gain ground with these difficult hurdles, there are many more problems that await them in the future. With the changing technology there is more pressure from upper

Conventional Civil and Building projects in the construction industry use a number of traditional, popular and familiar forms of contracts. These have a good track record in meeting time, cost and quality requirements for straightforward projects; however, they are unlikely to meet the timeframes and budget constraints expected by Governments when undertaking complex and high risk projects were the scope of the work is not yet defined (Ma & Xin).

With every project comes the uncertainty and risk of unrealistic deadlines, communication deficits, scope changes, resource constraints, and goals that are not well defined (Heldman, 2005). Changes will occur during a project and management of changes are crucial to reduce cost overruns and project delays – project managers can use control techniques to mitigate and control these conflict. The biggest challenge is to ensure that all stakeholders agree to use of such techniques and to have a well-defined process during the initiation process. This is critically important to ensure everyone is on the same sheet of music and the expectations of the projects performance are established.

Depended upon developing trends of not only the U.S. construction industry, also the worldwide one in general, this research is precisely about the cooperating relationships and efficiencies of a full collaboration, including Integrated Project Delivery (IPD), Lean Construction, and Building Information Modeling (BIM) in intensifying performance of plenty construction project types. Specifically, this research investigates and analyzes numerous necessary means and techniques used for a true collaboration of cooperation of IPD, Lean, and BIM (or ILB in short); additionally, the efficiency of full-ILB cooperation is proved by the examination of two important variables of a construction project, which are Cost Performance Index (CPI) and Schedule Performance Index (SPI), with participation of more than 75 projects and case studies. Technically, three essential phases of a construction project, such as pre-construction (planning, pre-design, estimating costs, schematic design, and constructability review), construction (managing constructing process, tracking project schedule, and controlling costs), and post-construction (closeout work and final completion) are specifically investigated together with proposed conceptually synergistic models of these factors. Investigating all possible components for a perfect ILB and evaluating this partnership’s effects on project cost and schedule performance are spreading more and more knowledge and applications of

Construction scheduling is used to coordinate day-to-day activities which include resources, delivery materials and human workforce. However, delays are always bound to happen, thus, project manager’s job is to effectively deal with these problems and take corrective actions.