Re‐engineering construction communication in distance management framework

Abstract

In an exploding and fluctuating construction market, managers are facing a challenge, which is how to manage business on a wider scale and to utilize modern developments in information technology to promote productivity. The extraordinary development of telecommunications and computer technology makes it possible for people to plan, lead, control, organize and manage projects from a distance without the need to be on site on a daily basis. A modern management known as distance management (DM) or remote management is emerging. Physical distance no longer determines the boundary of management since managers can now operate projects through virtual teams that organize manpower, material and production without face-to-face communication. What organization prototype could overcome psychological and physical barriers to reengineer a successful project through information technology? What criteria distinguishes the adapted way of communication of individual activities in a teamwork and assist the integration of an efficient and effective communication between face-to-face and a physical distance? The entire methodology has been explained through a case application on refuse incineration plant projects in Taiwan.

Human resource development in construction organisations

“…In addition, there are direct connections with various other stakeholders, such as the government and professional bodies who influence contractors' operations. Indeed, construction projects are said to form extended virtual organisations or teams (Charoenngam et al, 2004), which in turn again form a whole and a part.…”

A conceptual approach to studying the organisational culture of construction projects

“…Not contextualising the cultural studies without appropriate acknowledgment to inherent fragmentation could lead to failed or ineffective outcomes. Therefore, with any integration initiative, due consideration needs to be given to the project characteristics that generate fragmentation, in order to facilitate more effective integration (or reduction of fragmentation) (Charoenngam et al 2004;Chatman & Jehn 1994). …”

The potentials of and barriers to the utilization of advanced computer systems in remote construction projects: case of the Kingdom of Saudi Arabia

“…SEC has a number of remote projects and it experiences difficulties in running these projects. These problems can be summarized as the following: (Charoenngam et al 2004). They improve team members' ability to manage time and costs (ibid).…”

“…The extensive physical distance between project participants, sometimes extending over national boundaries, is the primary cause of delays in decision making (Deng et al, 2001) ACMS can improve team members' ability to communicate and manage time and costs (Charoenngam et al, 2004) Lack of project pre-planning, certainty, and/or clarity concerning project process integration (Kestle, 2009) ACMS use would reduce cost and save time, enhance communications and collaboration, improve productivity and partnership, and support the e-commerce and the customer Skibniewski, 2004, 2006) These sites are often far from logistic support and suffer a continuous shortage of materials and specialized labor (Kestle andLondon, 2002, 2003). Contractors experience difficulty attracting and retaining skilled workers; and it is difficult to procure and access materials and equipment and site's conditions has a negative impact on productivity (McAnulty and Baroudi, 2010) Construction costs can be reduced by 25% through efficient transfer of information by ACMS between the construction teams (Davidson andMoshini, 1990, Bowden, 2005) Misinterpretations and miscommunications of project results and needs issues; and a centralized decision-making process and lack of delegated authority to field personnel often hindered progress and communications (Kestle, 2009) ACMS use enables productivity enhancement of communication between project participants, reduction in project delays, alleviation of awareness of project issues among all parties, and easy access to and retrieval of project information Ingirige 2003, andStewart andMohamed, 2004) There is frequent shortage of materials, higher risk margins, serious delay in sorting out a number of project queries and Delays in decision-making and decisions are made autocratically, excessive costs, unfocused scope, and poor construction quality, unskilled workers, a lack of or no infrastructure (Justanyah and Sidawi, 2011and Sidawi, 2010a, b, 2012a ACMS use minimizes delays due to the arrival of updated drawings and documents, reduces visits to sites and traveling time to meetings, reduces time and money spent on disputes, automates repetitive routine processes, and eliminates paper reports Ingirige 2003, andStewart andMohamed, 2004) ASMC have the ability to minimize the travel times of supervisors and may increase the frequency of progress, quality and safety inspections by providing project supervisors with systems that are easily applicable (Golparvar-Fard et al, 2011, Jaselskis et al 2011).…”

“…These management problems can be sorted out by the use of ACMS such as mobile, Web-based Project Management Systems (WPMS), augmented reality and BIM (Alshawi and Ingirige 2003and Stewart and Mohamed 2004, Nitithamyong and Skibniewski 2004, 2006, Charoenngam et al 2004, Arayici and Aouad 2010, Arayici et al 2012. These systems use wireless, satellite, Internet-based, or mobile tools and networks and it helps -to a certain degree -construction industry firms manage the increasing complexity of normal construction projects.…”