Alhalafi, M (2021) Develop a lean project management framework for the construction companies in order to improve the time and cost efficiencies of their construction operations. PhD thesis, De Montfort University, UK.
Abstract
This research explores how Lean management principles, tools and techniques could be used in conjunction with project management theories to develop a Lean project management framework for the Saudi construction firms in order to improve the time and cost efficiencies of their operations. It critically evaluates the applicability of Lean's philosophy in the construction industry. It also investigates the management implication of traditional project management practices and the performance-improvement potential of pro-Lean practices. It examines how the adoption of Lean's Kanban can help firms to address the problem of time and cost overruns. It uses Simio 10 computer simulation software to simulate the impact of Kanban's adoption on the time and cost efficiencies of construction activities using 54 real-life scenarios. It identifies the key drivers, enablers and barriers to the adoption of Kanban in the Saudi construction industry using semi-structured interviews and web-based survey questionnaires. This research has found that construction firms in Saudi Arabia are struggling with the management of delays and that their activities are characterised by cost and schedule overruns. Saudi Arabia has, for many years, invested billions of pounds in infrastructure projects, particularly on transport initiatives such as new roads, ports and bridges. However, not many of these initiatives have been completed in time or on budget. In fact, delays and cost overruns are so common in the country that they have become seen as the norm and as a reality that project managers should just accept. This research has also found that the principles of 'Lean Construction' and Kanban's 6 rules in particular offer a viable solution to many of the current problems of Saudi construction firms. Kanban enables construction companies to switch from push-based systems to pull-based systems which involve real-time monitoring of consumption and demand-triggered replenishment. Kanban's adoption also ensures that the capacities of upstream and downstream processes are perfectly aligned, which helps firms to reduce bottlenecks, avoid backlogs and fine-tune their processes and construction activities. Moreover, this research has found that Lean construction's success depends heavily on senior management's commitment and also on staff training and understanding of the technical requirements of Lean's systems. In fact, lack of commitment and senior managers' short-sighted investment policies are identified as the two most significant barriers to Lean construction's principles' adoption and operationalisation.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Uncontrolled Keywords: | construction activities; cost overrun; philosophy; construction firms; infrastructure project; investment; lean construction; monitoring; project management practice; training; project manager; Saudi Arabia; interview; simulation |
| Index terms: | computer simulation, commitment, survey, construction company, philosophy, construction firm, project management practice, interview, lean construction, manager, consumption, cost efficiency, questionnaire, cost overrun, construction activity, schedule overrun, construction operation, Saudi Arabia, project manager, infrastructure project, construction industry, project management, monitoring |
| Subjects: | control systems, profession, data collection methods, financial and cost management, modelling and simulation, project management theory and practice, economics, infrastructure and transport systems, industry analysis, philosophical studies, project controls, consumer economics, practitioner, organization, construction operations, psychology, Geography, building construction |
| Topics: | Cost Management, Business Strategy, Research Practice, Stakeholder Management, Roles and Professions, Digital Applications, Site Management, Organizational Design, Time Control, Engineering Principles, Project Management, Geographical Context |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here