Paul O. Olomolaiye

Factors influencing construction time and cost overruns on high-rise projects in Indonesia

Many variables have an impact upon construction time and cost overruns in Indonesia. A questionnaire survey was undertaken of project managers working on high-rise construction projects in two Indonesian cities: Jakarta and Yogyakarta. The variables identified were ranked according to their perceived importance and frequencies of occurrence. Inflationary increases in material cost, inaccurate material estimating and project complexity are the main causes of cost overruns. The predominant causes of delay are design changes, poor labour productivity and inadequate planning. Using factor analysis techniques, delay and cost overrun variables were grouped into factors, and their relationships analysed. Although Indonesia specific, the results reflect construction management problems common to developing countries.

Problems influencing craftsmen's productivity in Nigeria

The activity sampling technique was used on seven construction sites in Nigeria to determine how the working day was being utilised by craftsmen in bricklaying, joinery and steel fixing trades. Actual working time was observed to be 51% of the working day for bricklayers, 44% for joiners and 56% for steel fixers. The rest of the working day was spent on nonproductive activities. The problems causing nonproductive periods were identified via an operative questionnaire survey. The three highest ranking problems impairing craftsmens productivity were lack of materials, inadequate tools and work repetition.

Evaluating prequalification criteria in contractor selection

Abstract A quantitative model for selecting construction contractors which utilizes the multi-attribute analysis technique is being developed. Prequalification criteria for inclusion in the model have been identified and weightings to mirror their respective importance in the selection process determined. A series of independent evaluations which facilitate the consolidation of these criteria into a standard prequalification form is presented. The paper may help selection practitioners in reviewing both the areas of investigation and the evaluation methods they employ when selecting construction contractors.

Medical waste management in Ibadan, Nigeria: Obstacles and prospects

Quantification and characterization of medical waste generated in healthcare facilities (HCFs) in a developing African nation has been conducted to provide insights into existing waste collection and disposal approaches, so as to provide sustainable avenues for institutional policy improvement. The study, in Ibadan city, Nigeria, entailed a representative classification of nearly 400 healthcare facilities, from 11 local government areas (LGA) of Ibadan, into tertiary, secondary, primary, and diagnostic HCFs, of which, 52 HCFs were strategically selected. Primary data sources included field measurements, waste sampling and analysis and a questionnaire, while secondary information sources included public and private records from hospitals and government ministries. Results indicate secondary HCFs generate the greatest amounts of medical waste (mean of 10,238 kg/day per facility) followed by tertiary, primary and diagnostic HCFs, respectively. Characterised waste revealed that only approximately 3% was deemed infectious and highlights opportunities for composting, reuse and recycling. Furthermore, the management practices in most facilities expose patients, staff, waste handlers and the populace to unnecessary health risks. This study proffers recommendations to include (i) a need for sustained cooperation among all key actors (government, hospitals and waste managers) in implementing a safe and reliable medical waste management strategy, not only in legislation and policy formation but also particularly in its monitoring and enforcement and (ii) an obligation for each HCF to ensure a safe and hygienic system of medical waste handling, segregation, collection, storage, transportation, treatment and disposal, with minimal risk to handlers, public health and the environment.

Factors influencing craftsmen's productivity in Indonesia

Abstract Poor productivity of construction craftsmen is one of the most daunting human resource problems in developing countries. This paper reports an investigation of the problems influencing craftsmens productivity on 27 medium and high-rise building sites surveyed in Indonesia. Three main groups of craftsmen (93 bricklayers, 81 carpenters and 69 steel fixers) some 243 workers in total, participated in a comprehensive structured survey of production problems conducted over a 4-month period. The study instruments included craftsmen questionnaires and an activity sampling survey. Findings show that craftsmen in Indonesia spend on average 75% of their time working productively. Five specific productivity problems are identified, i.e. lack of materials, rework, absenteeism, lack of equipment and tools and gang interference. These Indonesian construction productivity problems are also compared with those identified from Nigeria, the UK and the USA.

A survey of constraints on Iranian construction operatives' productivity

Construction productivity is rarely analysed in Iran. If productivity is to improve, current weaknesses must be identified. To this end data were collected through a structured questionnaire survey. By utilizing the relative index ranking technique, the identified problems were prioritized for detailed analysis and discussion. Results indicate that the five highest-ranking problems are: Materials shortage, weather and site conditions, equipment breakdown, drawing deficiencies/change orders, and lack of proper tools and equipment. Devastating war with neighbouring Iraq has led to a boom in construction activities leading to shortages of construction materials. The casual employment of the majority of construction operatives and poor managerial skills are the significant contributors to low productivity on Iranian construction sites.

Applying multi-attribute analysis to contractor selection decisions

Abstract Contractor selection is made onerous by the existence of many decision parameters and several outcome options. Notwithstanding these difficulties, the multi-attribute analysis (MAA) technique facilitates this decision task in being able to evaluate alternatives and indicate optimum choice. Several variations of MAA are presented and the fundamental advantages and disadvantages associated with each are highlighted. An overview of a three-tier MAA procedure designed to encompass the entire selection process culminates in a worked example of contractor evaluation utilizing a computer spreadsheet approach. While the procedure is presented in a construction contracting context, the methodologies cited are of potential benefit in a wide selection of purchasing scenarios.

A conceptual alternative to current tendering practice

The research to date has borne a fundamental decision aid model to assist the construction owner in choosing a contractor. The model is currently being stabilized and validated. A comprehensive survey has been carried out to verify the variables and their weighting indices. Liaison with construction owners suggests that such a selection process developed into an expert system would be welcomed by the UK construction industry.

Construction stakeholder management

Contributors Preface 1. Introduction to Stakeholder Management (Ezekiel Chinyio and Paul Olomolaiye). 2. Corporate Social Responsibility - The remit (Kenneth Amaeshi). 3. A historical Overview of Stakeholder Management (Frank Harris). 4. Uptake, Applications and Best Practices in Stakeholder Management (Michael Thomson). 5. Construction Stakeholder Management - A Scandinivian Approach (Adekunle Oyegoke). 6. Risk and Construction Stakeholder Management (Mei-Yung and Paul Olomolaiye). 7. Mapping Stakeholders (Lynda Bourne and Pat Weaver). 8. Managing Construction Stakeholders: strategies and tactics (Steven Ogunlana and Ektewan Manowong). 9. Negotiations in Stakeholder Management (Jeroen Warner). 10. Communications in Stakeholder Management (Amir Al-Khafaji, Douglas Oberhelman, Wayne Baum and Bernie Koch). 11. Culture and Leadership in Stakeholder Management (Abbas Elmualim). 12. Impact of Procurement on Stakeholder Management (Pantaleo D. Rwelamila). 13. Procurement - Asia/Australian Perspectives (Steve Rowlinson, Tas Yong Koh and Martin Morgan Tuuli). 14. Decision Analysis in Stakeholder Management (Matthew Wood, Amlan Mukherjee, Todd Bridges and Igor Linkov). 15. Stakeholder Management - the gains and pains (Stefan Olander and Brian Atkins). 16. Benefiting from Stakeholder Management - learning from Austrias Electronic Archiving of Original Documents (Michaela Linzzatti). 17. Managing Stakeholder Conflicts between Organizations (Helder Moura and Cardoso Teixeira). 18. Managing Stakeholder Conflicts: environment versus people (Felix Hammond and Colin Booth). 19. Change Management (Nidhi Shah and Phil T. Harris). 20. Case Studies (Ezekiel Chinyio). 21. Conclusion. (Ezekiel and Paul Olomolaiye). Index.

European construction contractors: a productivity appraisal of in situ concrete operations

Site productivity levels for high rise, in situ concrete operations are compared among three groups of European construction contractors. Results confirm significant differences between the contractors productivity rates for each of the three countries investigated (Germany, France and the UK). German firms are the most efficient at reinforcement and concrete placing operations, whereas French firms are most productive at formwork. UK firms are the least productive for two operations, namely formwork and concrete. French firms are least productive at fixing reinforcement. Based on a specific model project, it is determined that French and German firms require significantly fewer man-hours to carry out the said concrete operations than do UK firms. UK contractors achieve the lowest levels of labour productivity for the operations involved. The UK also exhibited greater productivity variation, i.e. providing evidence of extreme (most and least efficient) levels of labour output for several concrete operations. Leading on from these analyses, a construction (labour) cost comparison indicates that French contractors are the least expensive. Furthermore, the ideal solution for clients would be to have French firms build their projects in the UK, since this combination provides the most economic solution to the model building overall.