Lean project management during the construction phase of South African public sector projects : the perspective of construction project managers.
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Date
2015
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Abstract
In construction, the progress of the project is driven primarily by the programme and the
Construction Project Manager (CPM). The project programme sets out the basis upon
which the project is monitored and controlled by the CPM. Many construction projects in
the public sector are subject to late completion, cost overruns and poor quality as a result
of inadequate management of the programme. Poor management of the programme stems
from failure to adequately programme the work and properly execute the programme,
failure to provide adequate qualified human resources to manage the programme, failure
to develop an efficient programme and to effectively maintain the programme throughout
the project execution, and failure to control cost changes that impact the programme
throughout the execution of the project. Lean Project Management (LPM) is the inclusive
adoption of other lean concepts such as lean construction, lean manufacturing and lean
thinking into the project management context. During the construction phase of projects,
there are many opportunities for the CPM to implement lean tools and techniques that
will have a positive impact on the project from a programming perspective. This research
aimed to investigate impacts of implementing LPM tools and techniques by CPM’s
during the construction phase of public sector projects on the successful delivery of the
programme. A comprehensive literature review was done on the concepts of LPM, the
public sector, the CPM profession, the construction phase and the project programme and
the relationship between these areas of concern. A survey questionnaire directed at a
sample of all professionally registered CPM’s in Kwa-Zulu Natal involved in the public
sector was used to: determine whether CPM’s were aware of LPM; how important LPM
was to CPM’s and how often they use it during the construction phase and whether poor
programme management during the construction phase impacted the successful delivery
of the programme. Out of 234 registered CPM’s that were selected in the research
sample, 72 registered CPM’s responded to the survey questionnaire, representing a 31 per
cent response rate. The research established a link between the project programme during
the construction phase of projects and the implementation of LPM by CPM’s during this
phase towards overcoming the obstacles of poor delivery of the programme on public
sector projects. It further presented the integration between the areas of concern in a
practical way through the research findings from the literature and data collection and
analysis that portrayed the relationship between the programme and LPM. It was
concluded that CPM’s were aware of LPM and that poor programme management during
the construction phase negatively impacted the successful delivery of the programme. In
addition, LPM was important to CPM’s and its principles and techniques were being
implemented during construction on public sector projects.
Description
M. Sc. Const. Man. University of KwaZulu-Natal, Pietermaritzburg 2015.
Keywords
Construction projects--South Africa--Management., Project management--South Africa., Project managers--South Africa., Public contracts--South Africa., Lean manufacturing--South Africa., Theses--Construction management.