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Indicators of productivity in building project

  • Jokiniemi, Heikki
Publication Date
VTT Publications Register


Presently the monitoring of a building project consists mainly of monitoring costs and adherance to the schedule. The monitoring of costs evaluates primarily the profitability of the project without considering the productivity of its implementation. The analysis of building production requires tools that also measure productivity. Since each buiding project is always unique and complex, produ ctivity cannot be measured by a single indicator. Therefore, the author developed a number of indicators that enable us to measure t he productivity of a building project through partial productivities and the successfulness of implementation. The study sought to find productivity indicators for the various sub-fields of the production process so that the information derive d from them would not only reveal the level of productivity but also the reasons for it. Then the indicators also serve diagnostic a nd alarm functions in production control, besides monitoring and planning purposes. In the best-case scenario the indicators also se rve as a teaching aid. Indicators that the firm uses in all its building projects must be the basis of any system of indicators for a building project. Add itional indicators are also selected for a project to measure the critical areas due to its uniqueness and the prevailing conditions . The areas that need to be monitored in all building projects are use of labour, notices of defects and adherance to schedule. Succ ess in these areas creates preconditions for high productivity of a project. Many of the indicators presented in the study have been occasionally used as part of building firms' monitoring systems. The "earned has the advantage of combining both schedule and cost monitoring. As it is often impossible to acquire the necessary comparison data for determining the productivity of building projects, the plans made for the site must be used for that purpose. In practice, the achieved results are compared with the estimated target and the sc heduled goals. When the firm's productivity has improved, the goals set for projects may be raised to account for the new level of p roductivity. In order to improve the readability and intelligibility of monitoring methods, the author developed graphic methods for presenting t he results they yield. Deviations from the planned values can often be detected quickly and easily from a graphic output.

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