...Perception of various performance criteria by stakeholders in the construction sector in Hong Kong IVAN K.W. LAI1* and FRANKIE K.S. LAM2 1 2 Faculty of Management and Administration, Macau University of Science and Technology, Macau International Graduate School of Business, University of South Australia, Adelaide, Australia Taylor and Francis Received 8 March 2009; accepted 1 December 2009 10.1080/01446190903521515 All construction projects in Hong Kong have in common a cast of key contract participants, consisting of clients, consultants (designers) and contractors. The aim of this research is to examine, from different points of view, these practitioners in regard to the importance of perceived performance criteria and their respective performance outcomes in a construction project. A research model is structured based on nine performance criteria and their respective performances. The data were collected from 324 practitioners who have participated in construction projects in Hong Kong. One-way analysis of variance (ANOVA) and repeated measures ANOVA are used to analyse the data. The relative importance of nine performance criteria and their performances are measured. Timely completion of the project is the most important performance criterion, followed by profit, environmental protection and quality. There are differences in the importance of the performance criteria with respect to performance. The differences in the perceptions of performance that are identified...
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...Perception of various performance criteria by stakeholders in the construction sector in Hong Kong IVAN K.W. LAI1* and FRANKIE K.S. LAM2 1 2 Faculty of Management and Administration, Macau University of Science and Technology, Macau International Graduate School of Business, University of South Australia, Adelaide, Australia Taylor and Francis Received 8 March 2009; accepted 1 December 2009 10.1080/01446190903521515 All construction projects in Hong Kong have in common a cast of key contract participants, consisting of clients, consultants (designers) and contractors. The aim of this research is to examine, from different points of view, these practitioners in regard to the importance of perceived performance criteria and their respective performance outcomes in a construction project. A research model is structured based on nine performance criteria and their respective performances. The data were collected from 324 practitioners who have participated in construction projects in Hong Kong. One-way analysis of variance (ANOVA) and repeated measures ANOVA are used to analyse the data. The relative importance of nine performance criteria and their performances are measured. Timely completion of the project is the most important performance criterion, followed by profit, environmental protection and quality. There are differences in the importance of the performance criteria with respect to performance. The differences in the perceptions of performance that are identified...
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...Implementation of Total Quality Management in Construction Industry: A Pakistan Perspective ABSTRACT Purpose - The primary objective of this study is to evaluate the issue of suitability, acceptability and degree of implementation of Quality Management (QM) practices in the construction industry of Pakistan. Currently the status of adoption of QM principles particularly in this industry and more specifically in the prevailing culture and context of Pakistani environment is overwhelmingly poor which led the researcher to go for this study. Methodology/sampling - The study entails questionnaire development and the analysis of its responses from seventeen leading construction organizations operating in Pakistan during year 2012. The study also incorporates data from various secondary sources. The analysis was carried out using basic statistical tools such as mean, median and standard deviation and bar chart was employed to represent the data. Findings - The findings revealed that the concept and meaning of quality is not understood and interpreted in its true sense. The conformance to standard specifications (SOPs) is considered to be equivalent to implementation of Quality Management which is far from truth. It was also determined that general lack of awareness and untrained employees that are mostly uneducated labor is one of the major causes towards this dismal. Practical Implications - It is hoped that the outcomes of this study may provide a guideline to the owners of the...
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...Assessment of Pakistani Construction Industry – Current Performance and the Way Forward Rizwan U. Farooqui and Syed M. Ahmed Department of Construction Management, Florida International University, Miami, Florida, USA Sarosh H. Lodi, Professor and Chairman, Department of Civil Engineering, N.E.D. University of Engineering and Technology, Karachi, Pakistan The Pakistani Construction Industry has always been of economic and social significance to the country. In contrast to the prospective share of Pakistani construction in the local and global economic market, conversely, the development of the sector has not been at par with the market demands. With the recent rapid economic growth of the country, Pakistan now offers a growing market for the construction industry. The Government of Pakistan has responded to this opportunity by planning extensive infrastructure expansion programs. All of these programs have the potential to lead the local Industry to establish respect, status and international recognition when the appropriate efforts are extended to achieve the same. Even with the opportunity for growth the challenges will be extensive. This research presents the current state of performance of Pakistani Construction Industry and provides directions for strategic improvement of the construction industry on a sustainable basis. Major findings of the research include: a cultural and behavioral shift in the mind-set of all participants in the construction process especially top...
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...GENERAL SERVICES ADMINISTRATION REGION xx Order Identification Number: XX ###XXX#T5 Client Agency Name STATEMENT OF WORK (SOW) CONNECTIONS II CONTRACT DATE: (dd mm yyyy) 1.0 General. Title of Task 2.0 Points of Contact. Client Representative (CR) name address 1 address 2 city, state, zip phone & fax email Alternate Client Representative (ACR) name address 1 address 2 city, state, zip phone & fax email Client's Security Officer (Complete this section if clearances are involved, listing the clearance level needed, otherwise enter N/A.) name address 1 address 2 city, state, zip phone & fax email GSA Customer Service Representative (CSR / COTR) Contact Name Agency Name Address Contact #’s email GSA Contracting Officer Contact Name Agency Name Address Contact #’s email GSA Invoice Address Address GSA Client Acceptance Invoice Address Address 3.0 Introduction, Overview, or Background. This section provides background and descriptions of the Agency's organizational structure, where the services are to be provided, the importance of the software development effort, any previous efforts germane to this effort, and the hardware and software resources in use. This section could also include agency or organization specific information about government furnished items, working hours, federal holidays, and a glossary to define terms used within the body of the work statement. Provide a short description of the requirements without including the specific...
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...are to expect that when they hire someone to fulfill these contracts, this person will complete the task as fast as they can, and be detailed oriented. Any changes or mess-ups could cause money to be lost and thrown down the drain. The money fuels the contractor, and the buyer/ client is fueled by accuracy and flawlessness of the contract. The client puts a lot of trust in the contractor and expects them to be self-driven and complete what is necessary. Doing complete and accurate work in a timely manner is expected on all levels, especially as more money is put on the table. There are many reasons why a contract would be implemented and created. Revisions are common among parties to create a more custom contract. (Luizzo & Bonnice 2010). Substantial performance occurs when a party to the contract, in good faith, executes all the promised terms and conditions of the contract with the exception of minor details that do not materially affect the intent of their agreement (Luizzo & Bonnice 2010). At this time, most of the work is done, and the consumer is waiting for the contractor to finish. The consumer is growing irritated and the work is not getting done to his or her satisfaction. The consumer feels as the contractor is slipping...
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...USA In this paper we discuss the problems of defining quality in the construction industry, examine possible benefits of implementing quality, and look at barriers to quality implementation in construction. We use data collected during interviews with contractors and data from questionnaire surveys. Results show that contractors do understand the potential benefits of quality implementation but that there are also many barriers to implementation. We describe recent developments that might help to overcome the barriers. However, the different actors in construction need to understand that change is a slow and often painful process and that much effort is required to implement quality in construction industry. Keywords: quality management; construction industry; interview; survey Introduction During the past decades the construction industry has been criticised for its poor performance and productivity in relation to other industries (Alarcon & Ashley, 1992; Forbes, 1993; Kanji & Wong, 1998; Loushine, Hoonakker, Carayon, & Smith, 2006; Nesan & Holt, 1999; Oglesby, Parker, & Howell, 1989). Many of the management practices used to support construction organisations are being challenged. The industry’s clients are moving forward. Clients demand improved service quality, faster building and innovations in technology. It is no accident that the construction industry...
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...FINAL EXAM: ORGANIZATION’S USAGE OF THE HUMAN RESOURCE SYSTEM MBA – 533 Final Exam Paper Saint Leo University Thomas Rothrauff, Jr. Professor Sciarini June 16, 2013 Paper Section – Discuss, in a 15-page paper, how the various parts of the human resource system used in an organization you are familiar with align and support each other. The organization I will cover in this paper is a maritime security corporation. For purposes of this paper I will call the corporation CX. CX is based in the United States but provides services worldwide. Clients of CX consist of a wide variety of U.S. companies as well as foreign corporations. The types of clients, whether foreign or domestic, range from commercial shipping corporations to gas and oil companies conducting operations including, but not limited to: gas exploration, drilling platforms, refinery operations, and floating storage and production/transfer services. Because of the vast geographical area, and the diverse cultures CX must interact with; cultural sensitivity and diversity awareness are a key component of CX operations. The cultural sensitivity with which CX must be proficient span the entire cross section of each nations population from lower level laborers to the extremely cultured ruling and governing class. CX provides not only maritime security consulting services but it also includes armed protective operations, threat based vulnerability assessment services, technology force protection applications...
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...Performance Measurement and Control Approach In order to monitor the progress of the project, we will be using tracking reports to determine the schedule performance and the earned value of the project. Using this information we can determine the cost that will be directly related to our budget broken down by each specific task. We will be able to determine which task is delayed and take appropriate measures to have it come back up to speed and on schedule. We will use the Gantt Tracking Chart to distinguish the critical path of the project and focus on tasks that will require the most attention. The quality of the project will be measured by the Project Manager, Ndate Loeschke, and our client, Baker and Woods. There will be inspections and walk-throughs conducted by Ndate and our clients to approve the work and the completion of tasks. The client will be inspecting and doing a walk-through of the building while the construction is taking place, after the construction, and then the final inspection will be at the completion of the project. Any concerns the client has during their three inspections will be brought to the project manager’s attention and changes will be conducted through the project lead, Jazz Arken. We are committed to providing quality work that fits their standards of a professional architecture design and décor to please our clients and provide them a comfortable work place. With Ndate’s vast experience of being a project manager and building strong communication...
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...do so. Construction managers need to improve their performance. Construction costs are becoming far too high. Construction project management is more difficult than it should be. When turnaround at the end of a project becomes a gut-wrenching experience with unnecessary disputes (which must be settled) that arise due to insufficient quality or indifference to quality, settlement by negotiation, arbitration, or even litigation imposes a serious drain on the financial resources of a company and limits profit potential. To be competitive in today’s market, it is essential for construction companies to provide more consistent quality and value to their owners/customers. Now is the time to place behind us the old adversarial approach to managing construction work. It is time to develop better and more direct relationships with our owners/customers, to initiate more teamwork at the jobsite, and to produce better quality work. Such goals demand that a continuous improvement (CI) process be established within the company in order to provide quality management. Ancient Greeks referred to the concept of continuous improvement as well as the Chinese. Recently CI has been referred to as Total Quality Management (TQM). Whichever name is preferred, the concept must be understood and applied to a firm’s operations. Meeting owner/customer requirements (providing customer satisfaction) is a primary objective of quality management, and contractors who are the suppliers of construction services must...
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...Lecture Number 1 August 2014 Introduction to Principles of Project Management 1.0 Definitions 1.1 What is a project? A one off activity (or a series of inter related activities) carried out over time to produce a unique product, a common goal or a service. 1.2 Project Management – planning, organizing, controlling resources in a systematic manner in order to complete the project. 2.0 Classification and characteristics of Projects 2.1 Civil engineering, construction, mining, quarrying – heavy investment, heavy equipment, continuous in nature, at least to run for a minimum of 50 years (mining) to sufficiently recoup initial investment. Examples: Construction of roads, bridges, airports, ships, railways, mines, buildings. Kayelekera mine, Inland Port, ships (Mtendere, Katundu) no longer in service is it due to poor planning (forecasting) or poor management? What have been the constraints to the mining industry in Malawi? 2.1 Manufacturing – producing standard products repeatedly distributed across the market. Aircraft, motor vehicles etc. What are examples of manufacturing firms in Malawi? Lever Brothers, Candlex Mapeto David Whitehead have to continuously caring out new products in order to be competitive. 2.3 Computing projects (IT) – rely on specialists, too technical, expensive outputs, exploit the market, costly. Are we competing or just consumers? 2.4 Research – intention to discover new ground for social purposes, financial appraisal difficult to conduct...
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...REQUIREMENTS TABLE OF CONTENTS TABLE OF CONTENTS 1 1.0 GENERAL 3 2.0 SCOPE OF WORKS 3 3.0 RULES, REGULATIONS AND STANDARDS 4 SECTION C: GENERAL REQUIREMENTS Clause Page 1. General 2 2. Scope of the Works 2 - 3 3. Rules, Regulations and Standards 3 - 4 4. Monitoring Defects of Building 5 5. Operation and Maintenance Works and Housekeeping Services 5 6. Consumables to be supplied by the Contractor and deemed to be included in the 6 Contract Sum 7. Operation and Maintenance Staff 6 - 8 8. Records and Reports 8 9. Workmanship 8 - 9 10. Equipment and Materials 9 11. Drawings and Technical Details 9 12. Operation and Maintenance Manual and Spare Parts Books 10 13. Access of E.R to the Works 10 14. Handover at the end of the Contract Period 10 15. Schedule of Rates 11 16. Certificate for Non Compliances 11 17. Health, Safety and Environmental Management 11 - 13 18. Building audit 13 19. Service level agreement and performance measurement 14 20. Documentation 20 1.0 GENERAL 1.1 The Contractor shall carry out the management, operation and maintenance of non-comprehensive maintenance of the Services as detailed in the Scope of Works below and in the Technical Specification of the tender document incorporating the specifications for the respective services for the Biotechnology Park in Nusajaya, Wilayah Iskandar, Johor Bharu, Johor. 2.0 SCOPE OF WORKS 2.1 The Contractor shall liaise with the relevant authorities, utilities and licensees, and supply...
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...resource services Component elements of the contract/event: menu design; food and beverage service style; staffing; timing; space layout; decoration; entertainment; lighting and sound External factors: socio-cultural; economic; political; technological; environmental; legal LO2 Understand the operational issues which affect the success of event management Elements of project management: action planning; product knowledge; decision-making; scheduling; administration; client liaison; component elements of the event; liaison with internal/external providers (executive chef, restaurant/bar manager, HR manager, front office, AV technician, florist, artiste/agent) Food and beverage systems: suitability of menu design; type of food service system for a particular contract and event catering situation; suitability of purchasing; delivering and storage systems Marketing and sales issues: product placement; merchandising; market share; targeting Human resource issues: workforce; worker to management ratio; job skills and tasks; work patterns; full-time or part-time employees; casual staff; training Health, safety and hygiene: standards of equipment; utensils and supplies available; problems with catering ‘off site’; legislation affecting transportation of cook-chill, cook-freeze food materials...
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...Project Management ENGG 951 Final Project Project Management ENGG 951 Final Project Commercial Tower Construction By : Amro Hafez 4245209 Ali Akram 4601014 Aouis Alhamed 4446082 Lecturer Name : Prof. Kamal Jafaar Page 1 of 61 Project Management ENGG 951 Final Project Table of Contents 1. Introduction ..................................................................................................................................... 3 2. Initiating Process Group: .................................................................................................................. 4 3. Project Scope Statement .................................................................................................................. 7 4. Project planning & scheduling: ....................................................................................................... 12 5. Quality Management Plan: ............................................................................................................ 18 6. Health, Safety and Environmental Management (HSEM): ............................................................. 32 7. Risk Management .......................................................................................................................... 36 8. Project Cost Management:............................................................................................................. 47 9. Procurement Management .............................................
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...Questions to ask employer: * What does a typical day or week look like for the person in this position? Is there travel, flextime, etc? * How will my job responsibilities and performance be measured? By whom? * Do you expect the main responsibilities for this position to change in the next six months to a year? * What are some of the opportunities to advance after contract? * How would you describe the work culture here? * What are next steps in the interview process? ACCOMPLISHMENTS: * Worked with TATA Teleservices Ltd., Ahmedabad as a summer trainee on ‘HRM system analysis with special focus on HR operations” in 2006 (8 weeks) * Training and development program * Manpower planning * Recruitment procedures * Employee satisfaction * Assisted HR manager in different work place activates * Awarded “best performance” in 2010 by VP in annual conference. * I enjoy managing multiple projects simultaneously * Why are you applying for this contract job? I understand that nature of the job, as it is short-term. Wellpoint provides a dynamic work environment where my administrative skills can be maximized. I believe that such valuable experience will further enhance my career. What would your coworkers say about you? Answer: They would confidently say that I am team-oriented employee. More often, I have acted as a situational leader when conflict or non-critical decision occurred. * What would your...
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