Construction productivity analysis for asphalt concrete pavement rehabilitation in urban corridors

The results of a constructibility and productivity analysis for the California Department of Transportation Long Life Asphalt Concrete Pavement Rehabilitation Strategies program are presented. With the assistance of California asphalt concrete (AC) paving contractors, the analysis explored the effects on construction productivity of rehabilitation materials, design strategy (crack seat and overlay, full-depth replacement), layer profiles, AC cooling time, resource constraints, and alternative lane closure tactics. Deterministic and stochastic analysis programs were developed. A sensitivity study that examined the construction production capability within a 55-h weekend closure was performed. Weekend closures were also compared with continuous closures. Demolition and AC delivery truck flows were the major constraints limiting the AC rehabilitation production capability. It was concluded from the study that efficient lane closure tactics designed to work with the pavement profile (an minimize the nonworking time to increase the construction product! on efficiency. The results of the study will help road agencies evaluate rehabilitation strategies and tactics with the goal of balancing the maximization of production capability and minimization of traffic delay during urban pavement rehabilitation.open114sciescopu

Exploring earned value management in the Spanish construction industry as a pathway to competitive advantage

[EN] As a well established discipline and profession, project management has its distinctive tools and techniques. One of them that has been considered the embodiment of the core principles of project management is the Earned Value Management (EVM). In managing construction projects, the EVM has been considered as a suitable tool and hence, has been implemented in various construction industry but absent in some others. Taking into account the dynamic environment where construction companies have to operate, particularly in turbulence environments as the direct result of recent global economic downturn, this paper explores the potential implementation of EVM in one of the construction industry, the Spanish construction industry. The outcomes confirm the needs for and feasibility of implementing EVM as a structured approach in the industry to reposition the Spanish construction industry with the long term view to increase its project management maturity level as a pathway to gaining competitive advantage.Universitat Politecnica de Valencia [grant number 19701344]Sutrisna, M.; Pellicer, E.; Torres-Machí, C.; Picornell, M. (2018). Exploring earned value management in the Spanish construction industry as a pathway to competitive advantage. International Journal of Construction Management. 20(1):1-12. https://doi.org/10.1080/15623599.2018.1459155S112201Anbari, F. T. (2004). Earned value project management method and extensions. IEEE Engineering Management Review, 32(3), 97-97. doi:10.1109/emr.2004.25113Aram, J. D., & Walochik, K. (1996). Improvisation and the Spanish Manager. International Studies of Management & Organization, 26(4), 73-89. doi:10.1080/00208825.1996.11656695Brandon, D. M. (1998). Implementing Earned Value Easily and Effectively. Project Management Journal, 29(2), 11-18. doi:10.1177/875697289802900204Brown, A., & Adams, J. (2000). Measuring the effect of project management on construction outputs: a new approach. International Journal of Project Management, 18(5), 327-335. doi:10.1016/s0263-7863(99)00026-5Bryde, D. J. (2003). Modelling project management performance. International Journal of Quality & Reliability Management, 20(2), 229-254. doi:10.1108/02656710310456635Chen, H. L., Chen, W. T., & Lin, Y. L. (2016). Earned value project management: Improving the predictive power of planned value. International Journal of Project Management, 34(1), 22-29. doi:10.1016/j.ijproman.2015.09.008De la Cruz, M. P., del Caño, A., & de la Cruz, E. (2006). Downside Risks in Construction Projects Developed by the Civil Service: The Case of Spain. Journal of Construction Engineering and Management, 132(8), 844-852. doi:10.1061/(asce)0733-9364(2006)132:8(844)Din, S., Abd-Hamid, Z., & Bryde, D. J. (2011). ISO 9000 certification and construction project performance: The Malaysian experience. International Journal of Project Management, 29(8), 1044-1056. doi:10.1016/j.ijproman.2010.11.001Eldin, N. N. (1989). Measurement of Work Progress: Quantitative Technique. Journal of Construction Engineering and Management, 115(3), 462-474. doi:10.1061/(asce)0733-9364(1989)115:3(462)Gidado, K. I. (1996). Project complexity: The focal point of construction production planning. Construction Management and Economics, 14(3), 213-225. doi:10.1080/014461996373476Hastak, M., Halpin, D. W., & Vanegas, J. (1996). COMPASS—New Paradigm for Project Cost Control Strategy and Planning. Journal of Construction Engineering and Management, 122(3), 254-264. doi:10.1061/(asce)0733-9364(1996)122:3(254)D. Holt, G., & S. Goulding, J. (2014). Conceptualisation of ambiguous-mixed-methods within building and construction research. Journal of Engineering, Design and Technology, 12(2), 244-262. doi:10.1108/jedt-02-2013-0020Ibbs, C. W., & Kwak, Y. H. (2000). Assessing Project Management Maturity. Project Management Journal, 31(1), 32-43. doi:10.1177/875697280003100106Jugdev, K., & Thomas, J. (2002). 2002 Student Paper Award Winner: Project Management Maturity Models: The Silver Bullets of Competitive Advantage? Project Management Journal, 33(4), 4-14. doi:10.1177/875697280203300402Kim, E., Wells, W. G., & Duffey, M. R. (2003). A model for effective implementation of Earned Value Management methodology. International Journal of Project Management, 21(5), 375-382. doi:10.1016/s0263-7863(02)00049-2Kim, T., Kim, Y.-W., & Cho, H. (2016). Customer Earned Value: Performance Indicator from Flow and Value Generation View. Journal of Management in Engineering, 32(1), 04015017. doi:10.1061/(asce)me.1943-5479.0000377Laufer, A., & Tucker, R. L. (1987). Is construction project planning really doing its job? A critical examination of focus, role and process. Construction Management and Economics, 5(3), 243-266. doi:10.1080/01446198700000023Liberatore, M. J., Pollack-Johnson, B., & Smith, C. A. (2001). Project Management in Construction: Software Use and Research Directions. Journal of Construction Engineering and Management, 127(2), 101-107. doi:10.1061/(asce)0733-9364(2001)127:2(101)Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: Linking Project Management Performance and Project Success. International Journal of Project Management, 32(2), 202-217. doi:10.1016/j.ijproman.2013.05.012Navon, R., & Haskaya, I. (2006). Is detailed progress monitoring possible without designated manual data collection? Construction Management and Economics, 24(12), 1225-1229. doi:10.1080/01446190600999097Onwuegbuzie, A. J., & Leech, N. L. (2005). Taking the «Q» Out of Research: Teaching Research Methodology Courses Without the Divide Between Quantitative and Qualitative Paradigms. Quality & Quantity, 39(3), 267-295. doi:10.1007/s11135-004-1670-0Oviedo-Haito, R. J., Jiménez, J., Cardoso, F. F., & Pellicer, E. (2014). Survival Factors for Subcontractors in Economic Downturns. Journal of Construction Engineering and Management, 140(3), 04013056. doi:10.1061/(asce)co.1943-7862.0000811Pellicer, E., Sanz, M. A., Esmaeili, B., & Molenaar, K. R. (2016). Exploration of Team Integration in Spanish Multifamily Residential Building Construction. Journal of Management in Engineering, 32(5), 05016012. doi:10.1061/(asce)me.1943-5479.0000438Potts, K., & Ankrah, N. (2008). Construction Cost Management. doi:10.4324/9780203933015Vanhoucke, M. (2012). Project Management with Dynamic Scheduling. doi:10.1007/978-3-642-25175-7Yazici, H. J. (2009). The Role of Project Management Maturity and Organizational Culture in Perceived Performance. Project Management Journal, 40(3), 14-33. doi:10.1002/pmj.20121Yu, A. G., Flett, P. D., & Bowers, J. A. (2005). Developing a value-centred proposal for assessing project success. International Journal of Project Management, 23(6), 428-436. doi:10.1016/j.ijproman.2005.01.00

Properties that influence business process management maturity and its effect on organizational performance

Abstract BPM maturity is a measure to evaluate how professionally an organization manages its business processes. Previous research provides evidence that higher BPM maturity leads to better performance of processes and of the organization as a whole. It also claims that different organizations should strive for different levels of maturity, depending on their properties. This paper presents an empirical investigation of these claims, based on a sample of 120 organizations and looking at a selection of organizational properties. Our results reveal that higher BPM maturity contributes to better performance, but only up to a point. Interestingly, it contradicts the popular belief that higher innovativeness is associated with lower BPM maturity, rather showing that higher innovativeness is associated with higher BPM maturity. In addition, the paper shows that companies in different regions have a different level of BPM maturity. These findings can be used as a benchmark and a motivation for organizations to increase their BPM maturity

Computer simulation model: Construction Analysis for Pavement Rehabilitation Strategies.

Most state highways in the United States were built during the 1960s and 1970s with an infrastructure investment of more than $1 trillion. They now exceed their 20 year design lives and are seriously deteriorated. The consequences are high maintenance and road user costs because of degraded road surfaces and construction work zone delays. Efficient planning of highway rehabilitation closures is critical. This paper presents a simulation model, Construction Analysis for Pavement Rehabilitation Strategies (CA4PRS), which estimates the maximum amount of highway rehabilitation/reconstruction during various closure timeframes. The model balances project constraints Such as scheduling interfaces, pavement materials and design, contractor logistics and resources, and traffic operations. It has been successfully used on several urban freeway rehabilitation projects with high traffic volume, including projects on I-10 and I-710. The CA4PRS helps agencies and contractors plan highway rehabilitation strategies by taking into account long-life pavement performance, construction productivity. traffic delay, and total cost.X113139sciescopu

Minimizing Total Cost for Urban Freeway Reconstruction with Integrated Construction/Traffic Analysis.

This paper introduces an innovative approach to development of construction and traffic management plans for the I-15 Devore project, a fast-track urban freeway reconstruction project with high traffic volume in Southern California. The goal of this approach is to determine the most economical reconstruction closure scenario by integrating construction schedule, traffic delay, and agency cost. Construction Analysis for Pavement Rehabilitation Strategies (CA4PRS) software was used for scheduling analysis. The demand-capacity model based on the Highway Capacity Manual, and macroscopic and microscopic traffic simulation models were utilized for traffic delay analysis. Based on these analyses, the California Department of Transportation decided to implement eight 72 h weekday closures with round-the-clock operations for this reconstruction project. This was found to be more beneficial for both the agency and the traveling public than the alternative of: (1) 55 h weekend, (2) 10 h nighttime, or (3) one-time continuous closures. Our analysis concludes that the 72 h closure scenario has 77% less total closure time, 34% lower road user cost, and 38% lower agency cost when compared with the traditional nighttime closures.X1169sciescopu

Productivity Aspects of Urban Freeway Rehabilitation with Accelerated Construction.

Over the last 5 years the California Department of Transportation (Caltrans) has completed three experimental long-life urban freeway rehabilitation projects by utilizing a fast-track (accelerated) construction approach of around-the-clock operations under extended closure. This paper presents the fast-track rehabilitation approaches and the as-built production rates of major rehabilitation operations monitored at the three experimental projects. The monitoring results show that the contractor's production rates varied considerably depending upon the construction logistics, material delivery and hauling methods, lane-closure tactics, and/or pavement designs being implemented. A higher production rate and a noticeable "learning-curve effect" were observed when full-width rehabilitation was compared with partial-width rehabilitation, when continuous lane reconstruction was compared with random slab replacements, and when full roadbed closures were compared with partial lane closures. Findings in this study suggest that Caltrans should evaluate project-specific conditions and constraints, which might restrict use of a preferred rehabilitation scheme, by taking production rate variances into account when establishing schedule baselines of construction staging plans and incentive/disincentive contracts for urban freeway rehabilitation projects.X1163sciescopu

Construction Productivity and Constraints for Concrete Pavement Rehabilitation in Urban Corridors.

A constructability analysis tool was developed to help the California Department of Transportation (Caltrans) determine which rehabilitation and construction strategies were the most feasible in an urban environment to maximize production and minimize traffic delay. With the assistance of California concrete paving contractors, the constructabitity analysis explored the effects of the following parameters on the construction production of concrete pavement rehabilitation in California: pavement thickness, concrete material, curing time, number and capacity of resources, number of lanes to be paved, type of construction scheduling, and alternative lane closure strategies. The constructability analyses indicated that the proposed Caltrans strategy to rebuild 6 lane-km within a 55-h weekend closure period had a low probability of success. The analyses showed that the concrete curing time was not the most critical activity for the overall production. Material delivery resources, such as dump trucks for demolition and concrete delivery trucks, were the major constraints that limited production. An increase in the concrete slab thickness from 203 to 305 mm reduced the level of production by about 50 percent. A concurrent-construction working method was more productive than a sequential-construction working method. The number of lanes to be paved affected the production capability. Continuous closures were more productive and less inconvenient to the public than weekend-only closures.open113sciescopu

Case Study of Urban Concrete Pavement Reconstruction On Interstate 10.

Many urban concrete pavements in California need to be reconstructed, as they have exceeded their design lives and require frequent maintenance and repair. Information is needed to determine which methodologies for pavement design, materials selection, traffic management, and reconstruction strategies are most suitable to achieve the objectives of California Department of Transportation's (Caltrans) long-life pavement rehabilitation strategies (LLPRS) program. To develop construction productivity information for several construction windows, a case study was performed on a Caltrans concrete rehabilitation demonstration project near Los Angeles on Interstate-10, where 20 lane-km was successfully rebuilt using fast setting hydraulic cement concrete (FSHCC) with one weekend closure for 2.8 lane-km and repeated 7- and 10-h nighttime closures for the remaining distance. The concrete delivery and discharge controlled the overall progress. In terms of the number of slabs replaced per hour, the 55-h weekend closure was 54% faster than the average nighttime closure. An excellent traffic management strategy helped to reduce the volume of traffic during the weekend closure and minimize the traffic delay through the construction zone.X111218sciescopu