Looking beyond process: human factors in team integration

The Accelerating Change report in 2002 highlighted the importance of team integration. Much previous research focussed on providing an integrated process for improved project delivery performance through the transfer, use and application of successful integration techniques, models and tools from other sectors and industries. This approach has still not been able to comprehensively integrate construction project teams hence the recent calls for teams to integrate in order to achieve acceptable performance. The definitions of team, teamwork, integration and integrated team are clearly set out. Teams comprise people and issues dealing with how they can be integrated must be considered in any effort to have them work together. Team performance still face barriers from the organization and the team and continues to contribute to an unsatisfactory product delivery to the client. The impact of the human factors on the performance of the team and consequently their contributory factors to project success that have not received much attention in the past can therefore be thoroughly researched as a further means to integrating the team for improved project delivery performance to the client’s satisfaction

Who Tests, Who Doesn't, and Why? Uptake of Mobile HIV Counseling and Testing in the Kilimanjaro Region of Tanzania

BACKGROUND: Optimally, expanded HIV testing programs should reduce barriers to testing while attracting new and high-risk testers. We assessed barriers to testing and HIV risk among clients participating in mobile voluntary counseling and testing (MVCT) campaigns in four rural villages in the Kilimanjaro Region of Tanzania. METHODS: Between December 2007 and April 2008, 878 MVCT participants and 506 randomly selected community residents who did not access MVCT were surveyed. Gender-specific logistic regression models were used to describe differences in socioeconomic characteristics, HIV exposure risk, testing histories, HIV related stigma, and attitudes toward testing between MVCT participants and community residents who did not access MVCT. Gender-specific logistic regression models were used to describe differences in socioeconomic characteristics, HIV exposure risk, testing histories, HIV related stigma, and attitudes toward testing, between the two groups. RESULTS: MVCT clients reported greater HIV exposure risk (OR 1.20 [1.04 to 1.38] for males; OR 1.11 [1.03 to 1.19] for females). Female MVCT clients were more likely to report low household expenditures (OR 1.47 [1.04 to 2.05]), male clients reported higher rates of unstable income sources (OR 1.99 [1.22 to 3.24]). First-time testers were more likely than non-testers to cite distance to testing sites as a reason for not having previously tested (OR 2.17 [1.05 to 4.48] for males; OR 5.95 [2.85 to 12.45] for females). HIV-related stigma, fears of testing or test disclosure, and not being able to leave work were strongly associated with non-participation in MVCT (ORs from 0.11 to 0.84). CONCLUSIONS: MVCT attracted clients with increased exposure risk and fewer economic resources; HIV related stigma and testing-related fears remained barriers to testing. MVCT did not disproportionately attract either first-time or frequent repeat testers. Educational campaigns to reduce stigma and fears of testing could improve the effectiveness of MVCT in attracting new and high-risk populations

The effect of integration on project delivery team effectiveness

This paper investigates the impact that integration can have on teamwork effectiveness within construction project delivery teams. The level of team integration was assessed within selected award-winning delivery teams of completed projects. A similar assessment was made of teamwork effectiveness achieved within the same project teams. The findings of this research reveal that teams with different levels of integration had the same or similar levels of teamwork effectiveness. Thus whilst integration is desirable, it is not the only requirement or condition for improved teamwork within a construction sector context. The findings suggest that the role and value of integration in project teams is unclear relative to other performance enhancing approaches. Further research is recommended to identify the factors and conditions that influence the direct impact of integration on teamwork effectiveness within the project delivery team

Impact of quality control practices in sandcrete blocks production

Sandcrete blocks are widely used in Ghana as walling units. The quality of blocks produced, however, differs from each manufacturer due to the different methods employed in the production and the properties of the constituent materials. This paper focuses on the impact of quality control practices by suppliers on the quality of blocks produced in the Kumasi (6°548N 1°358E) metropolis. Sandcrete blocks were taken from suppliers and tested for compressive strength, bulk density, water absorption, and dimension tolerances. Fine aggregate samples were also taken from the suppliers and tested for grading, silt, and organic matter content. The study confirmed that mix ratio, quality, and mixing of the constituent materials affected the quality of sandcrete blocks. Visual inspection rather than laboratory testing was adopted as the means of ascertaining the quality by a few of the staff of contractors who had no formal training in quality control. Mix ratios used ranged from as lean as 1:8 to as weak as 1:19 (cement:sand). Blocks produced were also found to be unsuitable for use as load bearing walls

The extent of team integration within construction projects

This paper investigates the extent of integration achieved by construction project teams managed by award-winning construction managers within successfully completed projects. The research findings reveal that construction project teams exist as individual competent units within their organisationally defined boundaries. They exhibit varying degrees of integration, which are determined by the team practices adopted and their congruence with the procurement approach. The findings of this research do not, however, support the argument espoused by many construction industry authorities, that seamless operation is a fundamental requirement of integrated team performance. It is concluded that either fully integrated teams are not necessary for effective project delivery within the industry, or that the sector must overcome existing organisational and behavioural barriers if further improvements in project performance are to be fully realised in the future. © 2005 Elsevier Ltd and IPMA. All rights reserved

Enhancing performance measurement of public procurement processes through the application of procurement delay index

Considering procurement process performance assessment, measurement systems such as balance scorecard and capability maturity models are used to assess procurement performance to give a reasonable indication of actual performance. These tools are ideal for practical applications that depend on other performance criteria but are short of comparing planned to actual timelines set for procurement processes. This fosters persistent delays in public procurement. Six Sigma implementation benefits including addressing process delays have fostered its implementation for service improvements. Unfortunately, Six Sigma implementation in public procurement is very rare largely due to its expensive nature. The objective of this study is to develop a Procurement Delay Index (PDindex): a performance measure in the context of a Six Sigma methodology that provides a specific value to describe the delays in the procurement process. To enhance uniformity in performance measurement of process timeliness, a rating scale for determining the timeliness of the procurement process is proposed. A practical demonstration of the application of PDindex for use by procurement professionals is also presented. PDindex serves as a standard by which to determine procurement processes’ timeliness and is less expensive to implement. A PDindex of 3σ has been recommended as the acceptable limit for procurement process delays

Assessment and enforcement of liquidated and ascertained damages in construction contracts in Ghana

The enforcement of Liquidated and Ascertained Damages (LADs) can be problematic when the amounts are poorly assessed and there are lapses in the administration of contracts. The relevance of LAD clauses in construction contracts in Ghana, as well as the methods employed in their assessment and enforcement were investigated. A parallel survey method was adopted. Three sets of similar questionnaires (slightly modified) were administered to professionals in client, consultant and contractor organisations in contract administration roles, to explore their experiences in the assessment and enforcement of LADs. LADs are not serving their purpose in construction contracts in Ghana. Clients have created situations that render LADs unenforceable. LAD amounts are also not genuine pre-estimates of expected loss to be incurred, as assumptions and guesses rather than genuine calculations on case-by-case basis are adopted in their assessment. This research indicates that the enforcement of LADs can be enhanced if clients become more diligent in their contractual, mostly financial, obligations. Since a purposive sampling procedure was adopted the findings and conclusions of this research are only tentative, but nevertheless raise serious issues regarding contract administration practices in Ghana