ARCOM

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Abidali, A F and Harris, F C (1995) A methodology for predicting company failure in the construction industry. Construction Management and Economics, 13(03), 189-96.

Gardiner, P D and Simmons, J E L (1995) Case explorations in construction conflict management. Construction Management and Economics, 13(03), 219-34.

Kumaraswamy, M M and Chan, D W M (1995) Determinants of construction duration. Construction Management and Economics, 13(03), 209-17.

Pietroforte, R and Bon, R (1995) An input-output analysis of the Italian construction sector, 1959-1988. Construction Management and Economics, 13(03), 253-62.

Rwelamila, P D and Hall, K A (1995) Total systems intervention: an integrated approach to time, cost and quality management. Construction Management and Economics, 13(03), 235-41.

Shapira, A (1995) Formwork design for high elevated slab construction. Construction Management and Economics, 13(03), 243-52.

Walker, D H T (1995) An investigation into construction time performance. Construction Management and Economics, 13(03), 263-74.

Type: Journal Article
Keywords: benchmarking; productivity; team management; time
ISBN/ISSN: 0144-6193
URL: https://doi.org/10.1080/01446199500000030
Abstract:
A systematic method for measuring construction time performance has been developed. This enables comparisons between individual project performances and best practice worldwide. Four factors affect construction time performance: construction management effectiveness, the sophistication of the client and the client’s representative in terms of creating and maintaining positive project team relationships with the construction management and design team, design team effectiveness in communicating with construction management and client’s representative teams, and a small number of factors describing project scope and complexity. This research has indicated that construction management team performance plays a pivotal role in determining construction time performance. It also reveals an important relationship between sound client’s representative management effectiveness and good construction time performance. Detailed findings provide useful performance indicators that may be used to assist in defining benchmark measures necessary to assess a project’s performance relative to a representative population.