McLaughlin & McLaughlin’s<\/a> Project Professionals blog<\/strong> has a series<\/a> of posts regarding labor\/labour<\/strong> productivity.<\/strong> Over the last month we have added to this popular series.\u00a0 The first summary was posted in June and the latest was a reissue in October 2011.\u00a0 Readership has continued to increase.\u00a0 Consequently, we are reissuing this updated and expanded post as an overview of the labor\/labour productivity<\/strong> series.<\/p>\n Productivity<\/strong> is a hot topic and has given rise to much discussion and debate in the project management world.\u00a0 Labor productivity<\/strong> can be a competitive advantage or a managerial challenge (actually, both and more).\u00a0 Therefore, we believe that there is high potential benefit in a review of McLaughlin & McLaughlin<\/strong>\u2019<\/strong><\/a>s<\/a> Productivity Series<\/a><\/strong>.\u00a0 Below, we have the titles and links to each post followed by a brief summary of the content.\u00a0 We intend to augment these posts with additional writings on the subject.<\/p>\n Productivity Calculations \u2013 Change Order \/ Variation Impact (Introduction \u2013 United States and Canada)<\/a><\/strong><\/p>\n Often, productivity losses<\/strong> are associated with changed work or variations.\u00a0 Dealing with the calculation of proper compensation for this loss can be particularly challenging.\u00a0 Key industry resources or authorities may be helpful as a starting point.\u00a0 Beyond the industry resources, skilled analytical work may be needed.<\/p>\n Productivity Calculations \u2013 Change Order \/ Variation Impact (Introduction \u2013 UK and related venues)<\/a><\/strong><\/p>\n Based on the premise that variations (or changed work) are a common cause of significant impacts to productivity, acceptance and methods of calculation or quantification are essential.\u00a0 Methodology varies and the sources discussed in the post treat the matter in some detail.\u00a0 The general preference is direct contemporaneous analysis or measurement.\u00a0 Prospective methodologies tend to differ from retrospective approaches.<\/p>\n Construction Field Labor Productivity Improvement Take Away the Excuses<\/a><\/strong><\/p>\n Over the years, much has been written about craft worker productivity. \u00a0The Construction Industry Institute (CII) has done several extensive research projects on productivity.\u00a0 The issue was raised in a formal manner by the Business Roundtable (BRT) back in the late sixties.\u00a0 They developed a series of publications that addressed the problem of rapidly rising construction costs facing owner companies.\u00a0 These articles were broadly covered by the now familiar banner of \u201cMore Construction for the Money\u201d\u00ae.<\/p>\n Productivity and Leadership<\/a><\/strong><\/p>\n This post discusses the some leadership concepts and the relationship to field labor (or home office labor) productivity.\u00a0 There is a leadership component of the managerial challenge.\u00a0 Leadership can have several positive influences on the labor component of the job.\u00a0 Leadership is an essential factor in development of project management expertise.<\/p>\n Construction Field Labor Productivity Improvement Productivity Evaluation<\/strong> <\/a><\/p>\n To have a complete picture of the status of any project there must be some sort of measure of the productivity of the work force.\u00a0 Certainly, one would be interested in the physical progress, the amount of money expended, the amount committed, absenteeism and turnover rates, safety incident rate, supervision to worker ratio, craft distribution, worker density, manpower history, etc. to properly evaluate the status of a project.\u00a0 But one key factor in evaluation of status is worker productivity.<\/p>\n Generally, productivity evaluation is focused on the construction craft workers.\u00a0 However, the productivity of the office design and engineering staff is similarly important.<\/p>\n Construction Field Labor Productivity Improvement \u2013 Plan the Work Well<\/a><\/strong><\/p>\n Any discussion of\u00a0construction field labor\u00a0(worker)\u00a0productivity\u00a0must, of necessity, eventually involve the idea of planning the work.\u00a0 Virtually every major project employs the expertise of several planners and schedulers to work the Primavera\u00ae scheduling program or some other comparable software.\u00a0 Great effort is placed on getting just the right schedule assembled and in place \u2013 with the right number of activities and leveled manpower, etc.\u00a0 The schedule should be constructed with input or review from those who have to make it work in the field.<\/p>\n Labor Productivity and Disruption \u2013 Managerial Considerations<\/a> <\/strong> <\/strong><\/p>\n For the prime contractor [or similarly for Owner\/Employer], subcontractor productivity is seemingly not important or relevant.\u00a0 This is particularly true if the subcontractor in question is on a\u00a0fixed price or fixed unit price contract.\u00a0 However, events that are created by Owner\/Employer or Contractor that impact the subcontractor\u2019s productivity create potential liabilities.\u00a0 Further, once the subcontractor discovers the loss, a claim is likely to emerge.<\/p>\n WORKER PRODUCTIVITY \u2013 Watch How the People Work<\/a><\/strong><\/p>\n In order to properly plan and organize construction activities, the way people work in the specific location under consideration must be understood and incorporated.\u00a0 Questions could be strictly a planning matter, or they could be related to the site location and area practice.\u00a0 If one approach is better than the other for the project, area practice may need to be addressed and modified in some way for improved productivity to be realized.<\/p>\n Labor\/Labour Productivity \u2013 Overtime Impacts – INDUSTRY STANDARDS<\/a><\/strong><\/p>\n This is the ninth posting regarding labor\/labour productivity and disruption.\u00a0 This contribution provides industry sources and references on the impact of overtime on labor productivity<\/strong>.<\/p>\n Labor\/Labour Productivity \u2013 Overtime Impacts (Part 10) – MANAGERIAL CONSIDERATIONS<\/a><\/strong><\/p>\n This is the tenth posting regarding labor\/labour productivity and disruption.\u00a0 This contribution provides managerial considerations or issues regarding the impact of overtime on labor productivity<\/strong>.<\/p>\n Labor\/Labour Productivity \u2013 Overtime Impacts (Part 11) – PLANNING CONSIDERATIONS<\/strong><\/a><\/p>\n This is the eleventh posting regarding labor\/labour productivity and disruption.\u00a0 This contribution provides managerial considerations or issues regarding the impact of overtime on labor productivity<\/strong>.<\/p>\n Labor\/Labour Productivity \u2013 Overtime Impacts (Part 12) – EVALUATING IMPACT<\/a><\/strong><\/p>\n This is the twelfth posting regarding labor\/labour productivity and disruption.\u00a0 This contribution provides thoughts on the evaluation of impact of overtime on labor productivity<\/strong>.<\/p>\n It is important to note that McLaughlin and McLaughlin [M&M]<\/a><\/strong> is not a law firm and is not intending to provide legal advice.\u00a0 M&M<\/a><\/strong> is a consulting firm providing (among other services) non-legal expertise in dispute resolution and litigation support.\u00a0 The Resource Center<\/a> is for the convenience of blog visitors and M&M<\/a><\/strong> does not offer this for commercial purposes.\u00a0 For further information on M&M<\/strong><\/a> services, please see<\/em> <\/em>www.McLaughlinandMcLaughlin.com<\/a><\/em><\/strong>.<\/em><\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n McLaughlin & McLaughlin’s Project Professionals blog has a series of posts regarding labor\/labour productivity. Over the last month we have added to this popular series.\u00a0 The first summary was posted in June and the latest was a reissue in October 2011.\u00a0 Readership has continued to increase.\u00a0 Consequently, we are reissuing this updated and expanded post […]<\/p>\n","protected":false},"author":2,"featured_media":1079,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_s2mail":"yes"},"categories":[9,49,16,3,8],"tags":[162,5,72,127,94,126,184,256,85,4,105,128,178],"jetpack_featured_media_url":"http:\/\/projectprofessionals.org\/wp-content\/uploads\/2011\/11\/MP900399285-2.jpg","_links":{"self":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/1076"}],"collection":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/comments?post=1076"}],"version-history":[{"count":9,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/1076\/revisions"}],"predecessor-version":[{"id":1086,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/1076\/revisions\/1086"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/media\/1079"}],"wp:attachment":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/media?parent=1076"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/categories?post=1076"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/tags?post=1076"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}\n