Construction’s Post

How to Build an Effective Team for On-Schedule and Under-Budget Construction Projects

Navigating Cognitive Dissonance in Construction Projects: A Senior Manager's Perspective In the dynamic realm of construction, project managers often grapple with cognitive dissonance — the psychological tension arising from holding two conflicting beliefs or attitudes simultaneously. This phenomenon, while common across industries, poses unique challenges in construction, where decisions often have immediate and tangible consequences. Cognitive dissonance in construction can manifest in various scenarios. For example, a project manager may believe in the importance of safety protocols but feel pressured to expedite project timelines, leading to compromised safety measures. Similarly, there may be a clash between the desire for innovative, sustainable building techniques and the constraints of budget and traditional practices. The implications of cognitive dissonance in construction are multifaceted. It can lead to decreased job satisfaction, increased stress, and a higher likelihood of errors. More importantly, it can compromise the overall integrity and success of a project. Therefore, it is imperative for senior managers to recognise and address this issue proactively. To mitigate cognitive dissonance, transparency and open communication are key. Encouraging a culture where team members feel comfortable expressing concerns and contradictions can lead to more informed decision-making. Additionally, providing continuous education and training can help align personal beliefs with organisational goals. Another effective strategy is to establish clear, consistent values and objectives for the project. When team members understand and share a common vision, they are less likely to experience dissonance between their personal beliefs and project requirements. In conclusion, cognitive dissonance is an inherent part of the construction industry's complex landscape. As senior managers/leaders, our role is not to eliminate it but to navigate it effectively. By fostering an environment of openness, continuous learning, and shared values, we can minimise the negative impact of cognitive dissonance and drive our projects toward successful completion.

Does emotional intelligence impact team performance in construction projects? Exploring the mediating role of trust and moderating role of work status. https://lnkd.in/e62A9fQd Worth Sharing: The research also examines the mediating role of trust among team members on "Team Performance in Projects". Responses from 346 participants working for construction projects have been used for analysis. The results showed that emotional intelligence is an important factor in construction projects as it affects team performance in projects while trust mediates the relationship between "Team Emotional Intelligence and Team Performance. " Work status plays a moderating role for emotional intelligence and its outcome on project team performance. A limitation of this research is conducting analysis in construction industry only which future studies could be done in different occupational sectors considering various management positions. Additionally, interviews could be conducted for future studies with additional manpower such as daily wagers and contractual employees in the construction sector. Recommended Citation Abid, A., Hanif, A., & Khan, A. (2022). Does emotional intelligence impact team performance in construction projects? Exploring the mediating role of trust and moderating role of work status. Business Review, 17(2), 56-71. Retrieved from 10.54784/1990-6587.1461

Years ago, I pinned a quote by Robert A. Heinlein up on the door of my office while teaching at Cal Poly in San Luis Obispo. It was about the same time that I was writing my book Construction Management Jumpstart. The quote goes like this (see the image below). However, before pinning it to my door, I scratched out “Human Being” and put in “Construction Manager.” Today many construction managers are responsible for managing a whole lot more than just construction, especially under the newer delivery methods such as design-build and its many variations such as Design-Build-Operate-Maintain (DBOM), for example, or Integrated Project Delivery (IPD) or Private, Public Partnerships (P3). Frankly, the days of depending on single discipline expertise to lead complex projects are over. Don’t get me wrong, we certainly need and value expertise in construction, architecture, and engineering. We depend on these professionals to design and build our projects and provide the technical expertise that we’ve always needed. But those skills alone won’t adequately provide the multi-disciplinary understanding and additional affective capabilities needed to lead an integrated team, optimize an integrated process, and deliver an integrated solution. Projects today are far too complex, and the risks are far too great. In the past we could often predict what our future issues were going to be by extrapolating from what had happened on projects before. Our predictive logic just told us to do more of what we had done last time, but perhaps a little differently. Well, our future challenges aren’t quite so predictable today—as a matter of fact they are downright unpredictable. We are operating in a VUCA world—volatile, uncertain, complex, and ambiguous. I mean, could you have ever extrapolated from the experiences of 2016 what the challenges of 2020 and 2021 were going to be? So, our tried-and-true extrapolation approach and our usual linear thought patterns and expectations aren’t as useful as they once were. But letting go of our “expert identities” is no easy task. For some, these identities have become their alter-egos. Many AEC professionals have spent years learning and honing their specialized knowledge and professional skills. They’ve invested thousands of dollars to earn their degrees and graduated from prestigious universities. They have passed licensing and certification exams that “prove” they are experts. And it has real value—but it’s just not enough. Not anymore. So, what’s needed in addition to expertise? Well for one we need to develop some adaptive intelligence to go along with the static intelligence that most experts have in abundance. Static intelligence is a dependence on those predetermined “discipline-owned” data sources that we have used again and again, that are rarely updated. Continue reading on my website (the link is below).

Construction projects are complex endeavors that involve numerous variables, from material quality and unforeseen challenges are almost inevitable. Dealing with setbacks is a critical aspect of managing such projects efficiently.The foundation of any successful construction project, asphalt or otherwise, is a robust plan. The initial planning stage should include a thorough assessment of the site, an accurate budget, and a realistic timeline. Planning for potential setbacks should be a part of this process, allowing for contingency measures when issues arise. Building a capable team with experienced professionals in construction is essential. A knowledgeable project manager and skilled workers can help foresee potential setbacks and develop strategies to address them. Regular communication and collaboration among team members are also vital. Setbacks can often result from issues related to the quality of materials or workmanship. Implementing strict quality control procedures ensures that the materials used meets industry standards, reducing the likelihood of problems that could lead to setbacks. A financial safety net is crucial for handling unexpected setbacks. Construction projects should have a contingency budget to cover additional costs that may arise due to unforeseen challenges. This budget can help prevent financial stress and project delays. Routine inspections of the construction site can help detect issues early and prevent them from becoming major setbacks. Regular site visits by supervisors and quality control personnel can identify potential problems and enable swift solutions. Open and transparent communication among all project stakeholders is a cornerstone of dealing with setbacks. When issues arise, prompt communication allows for collaborative problem-solving and prevents misunderstandings that can exacerbate problems. In the world of construction, change is inevitable. Being flexible and adaptable to changing circumstances is essential. When setbacks occur, the project team should quickly reevaluate the plan and adjust it as needed to minimize delays and stay on track. A proactive approach to problem-solving is essential when setbacks occur. Instead of dwelling on the setback, the project team should focus on finding solutions and implementing them promptly. This mindset can significantly reduce the impact of setbacks. After the completion of the construction project, it's vital to conduct a post-project review. Analyzing the setbacks that occurred, their causes, and the strategies used to overcome them allows for continuous improvement in future projects. Through comprehensive planning, a strong team, diligent quality control, and a proactive mindset, many setbacks can be mitigated or resolved efficiently. The key is to view setbacks as opportunities for improvement and growth, ensuring that future projects benefit from the lessons learned.

Step into a world of exciting new possibilities and unlock your potential in the construction industry. This article reveals the key skills that will shape the future of construction, empowering you to lead the way and thrive in a rapidly evolving landscape! 🌍 Read more! ⬇️ #futureofconstruction #future #skills

New book release "Built to Fail: Why Construction Projects Take So Long, Cost Too Much, And How to Fix It" by Todd R. Zabelle from Project Production Institute. #leanconstruction The construction industry is broken, bloated, and stuck in the past. But there is a way to fix it. The construction industry is as big as it is important. Without construction, our society would cease to be. We would have no ports, roads, or bridges. No communications networks, power grids, or water systems. No hospitals. No schools. No homes. But we can barely get anything built. Capital works projects are routinely finished late and over budget. Everyone acknowledges the problem, but no one seems to have the vision, or the will, to fix it. The problem is industry relies too much on outmoded approaches to management and production that arose in the nineteenth and twentieth centuries. The preoccupation with Taylorist scientific management, project management’s current focus on planning, and administration interfere with the critical work of designing and building, giving way to the bloated, bureaucratic boondoggles that have marred the industry’s reputation. The solution is an innovative, forward-thinking approach to construction that leverages operations science and utilizes revolutionary advances in digital technology to cut through the red tape and deliver on time and on budget. As Built to Fail shows, this is not mere theory; these ideas are being successfully implemented, providing facility owners and construction professionals who adopt them a competitive advantage and meeting the needs of citizens who depend on those projects to work, live, and thrive. But change is slow, and the people calling the shots―backed by the teeming ranks of administrators, planners, project managers, and others―are unable, or unwilling, to carve a new path forward. As a result, everyone suffers. It is time to move construction into the twenty-first century. This book is a manifesto for why and a blueprint for how―a call to overcome the status quo and remake an industry on which civilization itself depends. https://lnkd.in/ggQekEKX

All Construction people should take time and do this course.

Utilizing lessons learned in the construction process offers several significant benefits. Here are some key advantages: Continuous Improvement: By analyzing and applying lessons learned from past projects, construction teams can identify areas for improvement. This fosters a culture of continuous improvement, helping to refine processes and enhance overall efficiency. Risk Mitigation: Lessons learned provide insights into potential risks and challenges encountered in previous projects. This knowledge allows construction teams to develop proactive strategies for risk mitigation, reducing the likelihood of encountering similar issues in future endeavors. Cost Savings: Understanding what worked well and what didn't in past projects enables teams to make informed decisions about resource allocation. This can lead to cost savings by avoiding unnecessary expenses, optimizing resource utilization, and streamlining processes. Quality Enhancement: Incorporating lessons learned contributes to the improvement of construction project quality. Teams can identify best practices, quality control measures, and successful strategies that can be replicated to achieve better results in subsequent projects. Time Efficiency: Knowledge gained from past experiences can help in planning and scheduling, leading to more accurate timelines and improved project timelines. This can result in time savings and on-time project delivery. Communication Improvement: Sharing lessons learned promotes better communication within the construction team and across stakeholders. This can lead to enhanced collaboration, clearer expectations, and improved coordination, reducing the likelihood of misunderstandings and conflicts. Client Satisfaction: Applying lessons learned helps in meeting or exceeding client expectations. By avoiding past mistakes and delivering projects more efficiently, construction teams can enhance client satisfaction, potentially leading to repeat business and positive referrals. Adaptability: Lessons learned provide a foundation for adaptability, helping teams navigate unforeseen issues and changes effectively. Training and Development: Lessons learned contribute to the development of a knowledgeable and skilled workforce. The insights gained can be incorporated into training programs to educate new team members and ensure that the entire team benefits from past experiences. Documentation and Knowledge Preservation: Recording and documenting lessons learned create a valuable knowledge base for the organization. This knowledge preservation ensures that insights gained from one project are not lost and can be utilized by future project teams. In summary, leveraging lessons learned in the construction process is crucial for achieving continuous improvement, reducing risks, and enhancing overall project outcomes. It allows construction teams to build on their experiences, avoid repeating mistakes, and deliver higher-quality projects more efficiently.