William M Hayden JrAdjunct Assistant Professor| University at Buffalo, School of Management, Operations Management & StrategyBuffalo, Ny, United States
Q. What is your strategy for change?[1] Our research identified that the top ten root causes of error were:
1 Inadequate planning
2 Late design changes
3 Poorly communicated design information
4 Poor culture in relation to quality
5 Poorly coordinated design information
6 Inadequate attention paid in the design to construction
7 Excessive commercial (financial and time) pressure
8 Poor interface management and design
9 Ineffective communication between team members
10 Inadequate supervisory skills.
Cheers,
Bill
p.s. And the above list is NOT NEWS!
Everett HowardProject Manager II| Sacramento Municipal Utility DistrictCa, United States
Think slow and act fast. In built enviornment projects planning is inexpensive vs the cost of construction and cost of poor planning. A little neglect may breed great mischief. Saving Changes...
Are these quantified root causes, or perceived root causes? I only ask because #10 could easily go either way.
A few of the others (1, 2, 7) almost make it sound like some agile practices aren't effective in every situation. (gasp)
Number 7 could be a driver for several of these. Saving Changes...
William M Hayden JrAdjunct Assistant Professor| University at Buffalo, School of Management, Operations Management & StrategyBuffalo, Ny, United States
Thanks Everett, Aaron.
In my experiences within the design and construction industry across North America, Mexico, Canada, Porto, Budapest, Tokyo, Seoul and Manila:
a. Each of the listed issues exist and are connected to each other within their orgs system of management.
b. And they persist. not initially due to tech-reasons but engineer's lack of knowledge "How to play nice with others."
Cheers,
Bill Saving Changes...
In my views, For Construction Projects it's because of Lack of resource mobilization on time ,
deployment of skilled & productive Manpower,
P&M Mobilization,
Material requirements,
along with L3-L4 schedule preparations,
Safety Measurements,
Monsoon Rain hindrances,
Lack of Communications on site in terms of right data sharing on time with the right people,
Lack of Project / Work / Task Ownership. Saving Changes...
William M Hayden JrAdjunct Assistant Professor| University at Buffalo, School of Management, Operations Management & StrategyBuffalo, Ny, United States
Interesting issues Ishan!
What do you think the construction executives might consider
changing to improve the outcomes you noted?
Cheers,
Bill Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Projects/Programs do not miss contract requirements. The problem is most of the times the estimations done for creating the contracts are not the estimations published in the contract. It so simple than taking a look to Barry Boehm´s Cone of Uncertainty. Saving Changes...
William M Hayden JrAdjunct Assistant Professor| University at Buffalo, School of Management, Operations Management & StrategyBuffalo, Ny, United States
Thanks Sergio.
Re: "The problem is most of the times the estimations done for creating the contracts are not the estimations published in the contract."
Actually, contracts do NOT contain "Estimations."
Contracts have requirements.
Meeting the written and signed contract requirements for scope, schedule, and budget
are the measures of success.
Cheers,
Bill
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1 reply by Sergio Luis Conte
Aug 11, 2024 12:23 AM
Sergio Luis Conte
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To put a schedule in the contract you need to estimate. The same for scope and budget.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Aug 10, 2024 9:16 AM
Replying to William M Hayden Jr
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Thanks Sergio.
Re: "The problem is most of the times the estimations done for creating the contracts are not the estimations published in the contract."
Actually, contracts do NOT contain "Estimations."
Contracts have requirements.
Meeting the written and signed contract requirements for scope, schedule, and budget
are the measures of success.
Cheers,
Bill
To put a schedule in the contract you need to estimate. The same for scope and budget.
...
1 reply by William M Hayden Jr
Aug 11, 2024 9:54 AM
William M Hayden Jr
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Absolutely Sergio!
And here we have, within the org who wishes to have the contract awarded to them,
we have "Creative Tension" between those who will do the work estimating, and, those who wish to win the work trying to make their price for services a winning-one.
Story is the functional managers present their executives with estimates that are 120% of what they need.
Then, when execs cut it back, they still get what they need.
Cheers,
Bill
Saving Changes...
William M Hayden JrAdjunct Assistant Professor| University at Buffalo, School of Management, Operations Management & StrategyBuffalo, Ny, United States
Aug 11, 2024 12:23 AM
Replying to Sergio Luis Conte
...
To put a schedule in the contract you need to estimate. The same for scope and budget.
Absolutely Sergio!
And here we have, within the org who wishes to have the contract awarded to them,
we have "Creative Tension" between those who will do the work estimating, and, those who wish to win the work trying to make their price for services a winning-one.
Story is the functional managers present their executives with estimates that are 120% of what they need.
Then, when execs cut it back, they still get what they need.
Cheers,
Bill Saving Changes...
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