Business Case For Accelerated Project And Programme Delivery In Construction Sector

Approach for construction

The UK Government Construction strategy 2025 sets out an ambition to see the construction sector reduce cost of project delivery, half the time for delivery and substantially reduce environmental impact. Make a business case for a major public sector client on how they can achieve cost and time reduction targets through accelerated project and programme delivery.

Drawing upon the best practice case studies, provide a critique on the following topics:

•Critically evaluate how construction should be approached as a repetitive production task, instead of as one-off project. Clearly discuss role of off-site construction in achieving production thinking. Cite practical examples and document best practice in use of production thinking for Transportation Infrastructure clients;

•Critically discuss how construction programmes can be accelerated. Evaluate various planning tools/techniques and how they could help achieve faster construction delivery. Discuss practical examples where some aspect of project/programme was accelerated to achieve project completion on a shorter schedule;  

•Review key challenges (e.g. Project Risks, Environmental impact, Quality Management, Health and Safety) in achieving accelerated construction delivery. How can these challenges be addressed? What are key lessons learned from past Lean deployments in this context?

•Key issues of consideration in the hand-over of the project to the client, bearing in mind the client’s needs and expectations as captured in the project brief; Evaluate how creating smooth flow of data could help maximise asset performance across the asset life-cycle; and

•Critical analysis of any good or bad project management practices and recommendations for improvements in technological, organisational or process oriented areas in light of recent developments in the area of Building Information Modelling, off-site construction and Lean Design and Construction.

“The UK Government Construction strategy 2025 sets out an ambition to see the construction sector reduce cost of project delivery, half the time for delivery and substantially reduce environmental impact”. Regarding this fact, a critical analysis will be presented in this section considering the possible ways of time and cost reduction for construction case of major public sector client.

One of the best ways of reducing the cost of construction phase is by introducing repetitive production task. The number of labor and time required for completion will be very less by such method. Traditional method includes one-off project or job production, which includes one task at a time and hence both time and cost related resources are consumed in huge amount (Eadie et al. 2013). Off-site construction creates the project mapping and according to that separate modules of buildings are produced in different locations for fluid construction of building.

Repetitive Production Task and One-off project

The latest tools and techniques that construction sector has to use for faster construction are precast flat panel system, 3D volumetric construction, tunnel form, flat slabs, hybrid concrete construction, thin joint masonry, insulating concrete formwork and precast foundations (McGeorge and Zou 2012). Most of the tools are produced off-site to form robust structures. External and internal volumetric structures are done off-site and are then transferred to onsite location for reducing time of construction.

Key challenges of construction projects are related to project risks, environmental impact, health and safety and quality management. With rapid repetitive construction, the heavy machineries are running 24 hours, which creates impact on the environment such as with the emission of carbon and noise (Robson, Boyd and Thurairajah 2014). The labors that are under direct impact are the most affected. As critical path method is followed for managing best time, hence with the change of productions constraints affect the time of project completion. Lessons learnt from lean deployments will be presented further in the discussion.

With repetitive construction process, some critical areas are not properly focused and monitored as the time is too much limited (Ness and Green 2013). As different site engineers are allocated, hence expectation and monitoring differs. As the client does not interfere in monthly project construction, hence at the end it is often found that the clients’ expectation is not met. The core asset for construction is found to be underperforming, as the data is not smoothly flowed. Irregular flow of data makes the functioning of core asset to be limited, which is projected in the asset life cycle.

The two most widely used project management practices are job manufacturing and repetitive manufacturing. Though repetitive manufacturing is considered to be beneficial for limiting resource consumption, still there are issues related to the quality of project (Potts and Ankrah 2014). With rapid and continuous construction, quality factors may not be focused as both the time and cost is less and any increase will affect the budget. As projects are done in contractual basis, hence the contractor tries to limit the resource to such extent that more profits are earned. Such constraints are reflected after the project completion, which may affect in the expectation of client. Further related discussions will be presented critically as the assignment continues.

There are two main approaches for construction specialized by the government of UK. These are repetitive production task and one-off project.

Role of Off-site Construction

Top construction projects require a huge amount of cost, labor and raw materials. On the other hand, raw material supplies are kept in different location other than the project site. Thus, the construction is followed in different period for smooth functioning of core machines.

In repetitive production, the project related tasks are never kept in held. The contractor is always engaged in disintegrating tasks to the workers in shifts. The construction is carried on throughout the day and thus, the core machines are under more pressure. According to Harris and McCaffer (2013), in repetitive production, the main advantage is that the time consumption is very less than one-off production. On the other hand, Vernikos et al. (2013) has pointed out that in repetitive production, the quality of project is reduced. It is sure that if more time is given to a construction then the quality of output will be enhanced. Thus, the main problem in repetitive construction is that the quality of production is reduced.

In one-off production or Job Production, the projects are disintegrated into parts. Only after completion of one sector of the project, the new sector is started. Thus, it can be identified that one-off construction requires more time than repetitive production. On the other hand, McGeorge and Zou (2012) pointed out that in job production, the amount of labor is also required in more amount as each group of contractor is associated with one particular construction. On the other hand, Jang, Lee and Lee (2013) pointed out that job production is the best method of production as the quality of project is highly restored.

Serial number	Factor	One-off production	Repetitive production
1	Capital	Higher capital requirement due to disintegrated tasks	Lower capital requirement due to centralized production
2	Labor	More labor for each segments	Less labor is required as same labor does multiple tasks
3	Time	More time is required as after completion of one segment, new segment is processed	Much less time, as each of the project segments are processed simultaneously 24 hours
4	Quality	High quality of production as each segment of project is investigated before completion	Lower quality, as supervision and inspection is done rapidly
5	Innovation	Highest scope of construction related innovation as there is more time	Negligible innovation as construction is done in the method instructed by the contractor

Table 1: Comparison of Repetitive Construction and One-off construction

(Source: Mihara et al. 2014)

From the above critical analysis, it can be addressed that for UK government, repetitive production is beneficial as the amount of time requirement is lower. Moreover, as amount of time requirement for batch or repetitive production is lower, hence, the cost of resources handling is quite lower than job production. Only one thing has to be kept in mind is that the quality of production has to be increased in repetitive production. Increase in quality can be best addressed by off-site construction and there will be several innovative tools that will enhance the construction process.

Off-site Construction is the designing, planning, assembling and fabricating building of elements at one particular location, which is other than the final installation location that supports efficient and rapid construction of a permanent structure. Through Off-site construction, separate project designs and building elements are processed in different location other than final installation location. According to Eadie et al. (2013), the Off-site construction location is far from urban area, where the main construction is done there that required huge supplies and labor. The real manufacturing is done in the area in accordance to the building requirement. On the other hand, Robson, Boyd and Thurairajah (2014) pointed out that the finished designs and structures from Off-site construction are transferred to the on-site final construction location, where those are fitted and combined to form the final structure. This kind of construction is best for repetitive projects, so that time requirement is quite lower than Job Production. According to Sarhan and Fox (2013), Off-site construction is the most suitable for “multi-story wood construction”, health care facilities, and steel framed structures and for large-scale military projects.

Serial Number	Benefits	Explanation
1	Efficiency and predictability	The construction process is the same every time and hence if there is any alteration in outcome then necessary measures will be taken instantly, thereby ensuring Efficiency and predictability.
2	Safety	The variables such as weather and visibility do not affect the primary construction of designs and structures. Therefore, as the factors are constant, hence any changes in outcome are instantly ascertained.
3	Sustainability	This type of construction requires very less energy and machinery. Transportation of finished products to the final site utilizes minimum vehicles and thus wastage is minimized. Material requirements are easily calculated which allows the organization to save more by buying in bulk.
4	Less labor	In the type of factory setting, less amount of labors are required. The “Steel Construction Institute (SCI)” has declared that labor requirement can be reduced by 75 % for the four-storey residential building, which is a huge amount of saving.
5	Less training	Offsite construction is much lengthy process, where the deep insight of the construction is seen. The basics and hurdles of construction is found and thus, giving training to employees is very much easy.
6	No disruption to residents	Most of the offsite constructions are done is lonely and separated areas where there are very less livelihood. Thus, the residents are not hampered and their existence is maintained.

Table 2: Benefits of Off-site Construction

(Source: Loosemore 2016)

With the help of off-site construction, the designs are transferred to the onsite locations in every day basis. With the increasing demand of prefabrication of elements with affordable quality, corporate sector constructions are best suitable by off-site construction. For example, in UK, the residential buildings projects are covering 31% of total construction projects and the rest is covering corporate sector projects. The utilization of off-site project construction covers more than 62% of other types of project management. Thus, it can be understood that with the help of off-site construction, the configured and structured elements are carried to the onsite location. This reduces the cost of inventory and safety of fabricated designs prior to the transportation. The clients are able to inspect the materials and designs and finally those are transported, which reduces the cost of production and construction.

Construction programmes can be accelerated by innovation. The latest method of production includes modern method of construction, which helps in offering concrete solutions by reducing construction times and by promoting sustainable development.

According to Potter (2015), precast flat panel system helps in producing wall and floor units off-site in a factory and even erected on-site to figure out robust structure formation, which is ideal for all cellular projects that are repetitive. Panels include windows, doors, finishes and services. Envelop panels are created with factory fitted insulation that offers accuracy and quality together with speed of erection on-site.

On the other hand, Ness and Green (2013) pointed out that 3D volumetric construction helps in producing three dimensional unites that are controlled by factory conditions before transporting those to sites. Thus, this procedure is flexible enough as variety of basic structure formations are brought to the site in a form of assembly. Service intensive units with high repetition degree make the on-site construction highly reliable.

According to Walker (2015), formwork system with tunnel form allows the contractor to build monolithic walls in the daily operational cycle. Accuracy, quality and speed is combined together to produce ready-mix concrete with economically flexible cast in-situ construction. Such constructions are helpful in apartments, hotels, blocks and accommodations.

On the other hand, Kelly, Male and Graham (2014) pointed that hybrid concrete construction is the best suitable form of construction as it includes cast in-situ construction that combines hybrid frames for better construction speed, economy and quality. HCC method helps in solving client demands for higher quality and lower costs by providing simple, competitive and buildable structures offering consistent quality and performance.

The planning tools and techniques for faster construction will be discussed critically in the following section.

According to Shah, Walsh and Ross (2013), project manager must consider several activities and tasks for accomplishing project deliverables. Any risk related factor that differ actual outcome from expected outcome is ascertained in risk management tool. The PEST and SLEPT model analysis is required for analyzing technological and social risks, which helps in identifying controllable and uncontrollable risks at each stage of construction. On the other hand, Bassi et al. 2012) pointed out that regular risk related audits help in identifying and estimating consequences and likelihood. They also believe that risk register helps in identifying risks that are “ranked and prioritized” and the significance of each risk is documented, that helps in quantifying construction.

According to Berardi (2012), quantified plan of action such as budgeting itemizes project expenditure and income that lists all expenses and income. Rezazadeh et al. (2014) added that budget control helps in comparison of actual results to quantify deviations and variances from project plan. Thus, it can be understood that budget committee helps in consolidating production of different budgets in departmental manner, which acts as the tool for project regulation.

According to Rostami et al. (2015), Work Breakdown Structure (WBS) helps in disintegrating a whole project into different stages with different timeframe and budget. This helps in improving budgeting and efficiency in planning. WBS helps in precise conjecture of plan conscription to save cost. On the other hand, Potts and Ankrah (2014) pointed out that Gantt Charts help in accomplishing best project outcomes as it shows estimation of project requirement. Through Gantt Charts, the most proficient progression of realizing actions can be understood. WBS helps in exceptional reporting that forecast more accurately in saving costs.

Following is the simplified picture of Gantt chart.

Figure 1: Gantt Chart during off-site construction

(Source: Ness and Green 2013)

According to Tutt et al. (2013), Gantt Charts methods are poor time management tools, as those cannot work at the time of complex and lengthy projects. They even believe that large projects are having high interdependency between various tasks such as some activities cannot start with the completion of previous activities. Thus, the Critical Path Method (CPM) displays more logical and sequential timing of reach activity. CPM method communicates interdependency of activities leading to effective time management for large and complex projects. On the other hand, Khosrowshahi and Arayici (2012) pointed out that number of resources required for project overtime is viewed by Resource Histogram procedure. These are normally presented by bar charts that act as the most effective tool for coordinating project staff and resource planning.

According to Thakore, Goulding and Toogood (2013), the most simplified yet effective tool of project management is Project Initiation Document (PID). The contents of the project consisting of terms of references, scope and goals of project, organizational team structure, time and cost estimates and the overview of related risks in the project is presented by the PID. Further, Fewings (2013) pointed out that project planning document (PPD) acts as the reference tool at the beginning of the project that is related with quality control procedures and policies. Furthermore, Costin, Pradhananga and Teizer (2012) pointed out that Project Management Software (PMS) helps in project scheduling, “budgeting and controlling cost”, coordination and communication, work breakdown structure and risk management, which covers all the tools for effective project completion.

Earned Value Management (EVM) is the system that combines cost performance and scheduling of each of the project activities so that the best outcome is generated (Herbane 2013). This is the systematic project management decision-making and controlling process that helps in early warning of performance problems.

For example, if the construction of a building is considered, by the off-site production method, then it can be said that WBS method is one of the most impactful process that helps in identifying the types of costs and activities that are required for project completion Radosavljevic and Bennett 2012). The available resources are compared with the amount of time required for project processing and thereby reducing the labor and cost requirement of the project.

The above described project management tools are very much necessary for a contractor so that all the resources can be allocated under one unit and then can be disintegrated into several activities for off-site production in project management.

There are several key challenges against completion of projects related to project risks, Environmental impact and health and safety of workers.

In repetitive construction, “Tight project schedule” is maintained so that time consumption is maintained. According to Grefen, Pernici and Sanchez (2012), formulating appropriate schedule in the feasibility phase is less constructive in project delivery. Thus, the calculation of resources is never accurate in repetitive construction method, which ensures a certain amount of risk, and the calculation of such risks delays the delivery time. On the other hand, Thirkell and Ashman (2014) contradicted that risks related to contractors such as “Unsuitable construction program planning” results in inadequate scheduling of program. As a result, the scheduling of construction is delayed and the clients are not able to relate the work breakdown structure.

According to Vernikos et al. (2014), reparative construction process involves high amount air pollution in the off-sire location. Most of the off-site location falls under the rural areas in the UK. Thus, with increasing amount of off-site location constructions, more amount of toxicity covers fresh air, which is degrading the society. On the other hand, Wright (2015) contradicted that with increased amount of off-site construction, huge amount of supplies are required, and as a result, a lot of vehicles run the highway raising noise pollution in the rural areas, degrading the environment of the location. Furthermore, Grefen, Pernici and Sánchez, (2012) pointed out that the most impactful environmental degradation is due to the wastes from off-site factories. At the time of welding and burning at blast furnace, huge amount of carbon is emitted those impacts in environmental degradation. Finally, Holt Goulding and Akintoye (2014) pointed out that with increasing amount of offsite factories, the amount of bare land is consumed leading to deforestation and finally environmental degradation. Thus, it can be said that with increasing amount of repetitive construction, the environment is greatly degraded resulting in noise pollution, air pollution and rising level of toxicity.

According to Chi, Kang and Wang (2013), with increasing level of repetitive construction, the quality of projects are decreasing. This is because the supervisors are failing to check the designs that are coming in lot from the off-site location. The time of construction is very less, hence the supervisors are not able inspect the fitting and quality of supplies and has to depend on suppliers trust. On the other hand, Meng (2012) pointed out that quality management has raised its level from the past as huge number of automated machinery and 3D technology has been introduced in construction. With laser technology, factories are able to find out the different quality related issues that help in concrete project management.

According to Giesekam et al. (2014), with decreased time consumption for repetitive projects, there is more pressure on the employees. The amount of training time is reduced for the workers and thus they are involved with more accidental issues such as hurting from falling objects, cutting and bleeding of arms and even lung contamination due to inhalation of carbon. On the other hand, Day (2013) pointed out that most of the workers, who are related with welding and blast furnace, are directly under heat radiation, that impacts in their health.

According to Backebjörk and Johansson (2013), faster delivery of projects can be only achieved by repetitive construction and for that, off-site factories need to develop qualified design. Often it is found that contractors are only able to find the mistakes in prefabrication after the elements are transferred in onsite location. Thus, any further rectification takes longer time in project delivery, which increases delivery time. On the other hand, Killip (2013) pointed out that environmental factors could be mitigated if waste management is properly taken care of by disposing those in covered areas. It has been also pointed out that carbon emission is the most impactful, which can only be addressed by blast furnace filtering and combustion departments regulation within the factories, so that emission of smoke is reduced. Due to such reasons, job manufacturing is considered that will reduce the environmental degradation and even reduce health and safety of workers.

According to Lee et al. (2012), health and safety of workers can be only reduced by limiting the working hours and allowing protective outfits from heat emission. It is also the fact that in off-site factories, the inventory and warehousing is too much populated and often accidents occurs resulting health and safety issues. In such cases, cranes and robotic arms has to be included for lifting and carrying heavy iron and wood bars. On the other hand, Maguire and Hardy (2013) pointed out that health and safety related issues in construction could be much reduced if the workers are properly trained and even if the working hours are made limited, then surely the amount of accidents can be reduced.

According to Fadiya et al. (2013), the times spend on capability and working often turns negatively in project improvements. The lean deployment method has been found to be highly time consuming as it takes huge time to find out the problem in project and even the more time in finding out the real causes of such problem. On the other hand, Toth and Vigo (2014) pointed out that, even if the problems and causes are identified then also the necessary improvements are not done in required time frame, as the management is not able to take any step. According to Berardi (2012), in lean management, workers are given the capability to do experiments to find out the best solution of smart working by saving time. This results in delaying the activities, as some of the experiments fail to succeed. On the other hand, according to Nieto-Morote and Ruz-Vila (2012), the benefits of time invested and resource requirement is achieved after a huge time, thus to find out whether complete usage of waste is done, takes a huge period of time. Thus, the concept of “lean deployment” is not taken into account by much of the construction departments. The concept of lean management is both time consuming and cost effective, where the outcome is achieved after a long time period. These are the key lessons learned from past lean management.

According to Tutt et al. (2013), the contractor of the project needs to have a detailed project meeting to discuss about the project handover process where that the client needs to agree on requirements and outcomes.

Zanni, Soetanto and Ruikar (2014) pointed out that project handover meeting must consist of the following that will cover up necessary requirements before four weeks of project delivery:

Reason and introduction of meeting

CAD information

Detail collection of equipment and plant asset

Manuals for maintenance

“Prescribed essential safety and health features and measures (PESHFM)” preservation during “Defects liability period”

After hours callout and defect management

Commissioning and outcome

“systems operational training planning”

Certificates and licenses

Guarantees and warranties

Information verification for space utilization

Systems security

The above discussed points will carry out the most necessity factors so that client get satisfied and aware of the type of construction that will be delivered. Any kind of issue is generally clarified at the end of the meeting and thus, and grievances are sorted out. Moreover, if the client is not satisfied with any dimension, then the contractor with necessary upgradations clarifies the factor. On the other hand, Hughes, P. and Ferrett (2015) pointed out that not only clarification with client is required, but also at the same time, stakeholders meeting are to be called so that any clarification is processed out.

According to Shiers et al. (2014), smooth flow of data regarding large construction can be only processed by web-based information flow modeling. Information flow will be carried out from the off-site construction to on-site construction and the clients will share any virtual imaging on so that smooth functioning of the structure is carried out.

On the other hand, Akintoye (2012) pointed out that, there are several ways, apart from web-based integration, which will help in smooth flow of data in construction system. Such ways are excavation, foundation and super structure, gravel pit, batching plant, and workshop. Smooth flowing of data includes smooth operational process such as tripper trucks excavation, transportation to land filling sites, transport machinery to sites. The superstructure of construction has to be integrated enough that will include hook loaders, flatbed trucks, mobile cranes and several other concrete pumps and compressors.

According to Zanni Soetanto and Ruikar (2014), if working flow is integrated enough, then site engineers will be able to share the requirements of each activity from work breakdown structure. The communication will be done by web-based system and thus, real-time information sharing will be ensured. On other hand, Berardi (2012) contradicted that web-based communication will be only served by high tech networking system and thus, approval from sponsors will be required. The technologies will increase the cost of construction but will reduce the wastes.

Thus, from the above it can be identified that connected network will surely ensure the smooth flow of data so that communication is ensured. With timely communication, the contractor will be able to justify the working procedure and thus, any derailing will be mitigated. According to Holt, Goulding and Akintoye (2014), if the off-site construction delivers the virtual images to the onsite location, then, the construction quality will be enhanced and thus, the client will be highly satisfied. The clients will be surely satisfied if the project deliverables are shared to them from time to time.

Some of the best project management practices in construction are related to planning, project workplan, project management practices, managing scope and managing risks.

According to Shah, Walsh and Ross (2013), planning of project has to be done by utilizing project definition document. Most of the construction development projects are started by directly jumping on to the beginning of the work. On the other hand, Ness and Green (2013) contradicted that with early starting of projects the contractors are able to reduce the time of construction and thereby gain more time of mitigating risk. Robson, Boyd and Thurairajah (2014) contradicted that if risk has to be mitigated then proper early planning of construction base has to be carried out by the contractors.

Thus, it can be said that the best project management practices can be only entertained by proper planning of project, which has to be carried out by the following processes.

Serial Number	Planning Process	Explanation
1	Project overview	·         Determination of exchange migration ·         Determination of supplier drivers ·         Determination of repetitive construction benefits
2	Objectives	·         To determine the degree of outcome from repetitive construction
3	Scope	·         Features of technology that is to be implemented ·         Production units that are to be covered ·         Out of scope specifications
4	Assumptions and risks	·         Events that are taken for granted ·         Events that are under concern ·         Implementation of right hardware in the infrastructure ·         Determination of storage and accommodation facility
5	Approach	·         Process of project migration, mitigation, proceeding and unfolding
6	Construction unit	·         Significant roles of project ·         Identification of project manager and sponsor
7	Signature page	·         Requirement of approval from project manager and other stakeholders
8	Effort, cost and duration	·         Determination of cost for each activity and estimated workplan budget

Table 3: Project Planning Process

(Source: Jang, Lee and Lee 2013)

According to Sarhan and Fox (2013), project workplan is related to creation of planning horizon, which sis just after the planning of project. The project workplan is a systematic instruction for construction of project deliverables and project management. The workplan has to be uniquely constructed as each construction is somehow different the other. On the other hand, Kelly, Male and Graham (2014) contradicted that workplan model has to be created in such a way that is similar to past projects. This reduces the possible risks in future. Furthermore, Shah, Walsh and Ross (2013) pointed out that the best procedure is to create the work-breakdown structure and network diagram for a project so that individual activities can be taken care.

Thus, it can be understood that for a good construction project, a detailed workplan has to be created that will assign and estimate future workouts for best construction. After the planning horizon, the project has to be laid off to higher level that reflects the increased level of uncertainty. High-level actions that were primarily indistinguishable necessitate to be defined in additional point, as their timeframe gets nearer.

According to Grefen, Pernici and Sánchez (2012), project management procedures are too much important to outline the resources, which will be required to manage the project. The project team is consisted of contractors, suppliers and other stakeholders. Thus, it is required for the project management team to have the common understanding of the project and each of the project deliverables. On the other hand, Potts and Ankrah (2014) pointed out that project management procedures consist of managing workplan and monitoring of schedule according to the budget. Activities cannot be separated out individually and thus all the stakeholders and managers has to quantify the relation of project deliverables.

According to Thakore, Goulding and Toogood (2013), though the project planning identifies the construction project and scheduling, still it becomes a challenge for the team to execute the plan.  The planning and procedure and the estimation that was thought off earlier can never execute a project in the most effective way. On the other hand, Holt, Goulding and Akintoye (2014) pointed out that there are several ways by which the project can be progressed effectively, among which the best methods are reviewing work plan in regular basis, and determination of terms of schedule according to budget. The frequency of reviewing must be not be less than thirteen days.

On the other hand, Backebjörk and Johansson (2013) pointed out that there is a high possibility that segregated activities will be delayed due to unavoidable circumstances and for that critical activities of project is generally given more time than the others. Thus, certain tasks that were not completed in the previous actives are required to be adjusted in next activity schedule so that the overall delivery of the project is not delayed. Furthermore, Berardi (2012) pointed out that amount of money that needs to be spend in one particular activity has to be quantified with proactive approach so that compensation of one activity is done by the other activity.

According to Priven and Sacks (2016), one of the most impactful procedures of deviating the bad project management to good management is done by concentrating on the small variance of schedule. A small variance in budget or schedule tends to get bigger especially in the early stage of the project. Zanni, Soetanto and Ruikar (2014) pointed out that if the tendencies are not properly looked up then surely the changes will be unrecoverable. On the other hand, Thakore, Goulding and Toogood (2013) pointed out that the most impactful reason for delaying the project is done by unscheduled overtime for recovering the delayed time of past events. This results in diminishing the morale of the team. Khosrowshahi and Arayici (2012) pointed out that quality control steps, project management time and testing activities starts to be cut back from the primary plan, so that project management practice is ensured effectively.

According to Radosavljevic and Bennett (2012), most of the projects fail just because of the reason that project team working on minor and major deliverables that were primarily not on the part of main project scheduling. Most of the big construction projects require more than one sponsor and there are a lot of stakeholders. Thirkell and Ashman (2014) pointed out that the stakeholders have several demands such as online chat services, increase of size limits for mailboxes and many other technological improvements that will uplift the communication style.

According to Holt, Goulding and Akintoye (2014), the contractors often try to change the sponsors who frequently demands for changes in technology, but for good construction, the most important factor is to allow the sponsors to have flexibility on communication and coordination. Thus, project manager has to ensure “scope-change decisions” and team’s approval for making changes. On the other hand, approval from the sponsor is required for making changes in project management technology, as they are the only ones who add funding to cover the changes in project.

On the other hand, Day (2013) pointed out that scope change management is restored by Scope Creep process, which helps in defining a good project management, as the new deliverables and small scope changes are identified by the project managers. Scope Creep is an expression used to classify a succession of little scope changes, which are made to the plan exclusive of scope-change management actions being used. Backebjörk and Johansson (2013) pointed out that none of the scope changes affects the project individually, but collectively those influence in the project delivery. Thus, for good project management, the project manager has to be diligent in guarding against it.

According to Wright (2015), “Building Information Modeling (BIM) is a digital representation of physical and functional characteristics of a facility”, this helps in building virtual representation of technical drawings that extends beyond 3D. BIM technology includes the five dimensions, which are width, height and depth along with time and cost. Thirkell and Ashman (2014) pointed out that for virtual representation of the whole project, virtual-design-to-construction manager, VDC project manager will be required, and thus, the project team will construct the multi-disciplinary information models.

According to Rostami et al. (2015), off-site construction carries out batch production so that cost of production is reduced. Thus, the project manager of on-site construction requires vision the off-site construction progress so that any changes in fabrication can be addressed in the initial stages, which will lead to reduction in lead-time. On the other hand, Owolabi et al. (2014) pointed out that off-site labors are not adequately trained as it is expected that with course of time, the workers will come to know about the construction. Thus, it is recommended to indulge more time in training the workers.

According to Sarhan and Fox (2013), lean management is too much beneficial for manufacturing companies who have the same base of manufacturing and thus they are able to keep the track of wastes. It is recommended that for lean management, bulk supplies are to be ensured, which will reduce the cost of procurement and will adjust the expenses for waste management for large-scale construction.

Conclusion

From the above critical analysis, it is evident that UK Government will be able to reduce the cost and time of production only if the repetitive production is followed. It has been identified that cost of production is lower in repetitive construction, but the quality is reduced in such process. Thus, from the critical evaluation, it has been identified that web-based technologies need to be incorporated with BIM approach. Automated machinery and virtual communication technologies need to be incorporated in future in between the off-site and on-site locations. In order to enhance the construction programs, several tools and technologies are to be included for project management such as Work Breakdown Structure, Gantt Charts, and Critical Path Methods. It has been also identified that repetitive construction will be supported by off-site construction and as bulk supplies are ensured, hence the cost of procurement will be lower. Finally, the construction process must ensure the compliance of health and safety laws and environment protection policies so that sustainable construction is ensured. In order to ensure that clients will be satisfied with the project delivery, certain meetings are to be carried out so that project outcomes are shared prior to delivery. On the other hand, it has been identified that asset life cycle can be extended only if the progress of activities are checked from time to time.

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