Construction Management - Meeting the needs of the planned Strategic

Infrastructure Projects

Bob Hindle Drawing upon work undertaken with Prof. J Smallwood and

the work of the SACPCMP Construction Management Development Committee.

CM Summit 2016

A Presentation in 3 parts:

• BE Professions in context• The demand for CMs & associated• The supply of CMs & associated

INDUSTRY PERFORMANCE –THE DELIVERY MODEL

Context

Town Planning

Architecture Engineering

Quantity Surveying

Land Survey

ManagementConstruction

Proj

ect M

anag

emen

t

Construction Delivery Model is Understood to be Inefficient

• Fragmented Professions • Elitist Social Structure• Outdated Procedures• Duplication of Effort• Poor value for money

Solution!Integration

ORIENTATION OF THE B.E. PROFESSIONS AT LARGE

Context

ORIENTAIONOF

PROFESSIONS

DOMINANT -•Thinking, •Values, •Methods &•Behavior Causes Professions to FOCUS ON SELF

CONSERVATISM & Resistance to Change

Often described as SILOS

ORIENTAIONOF

PROFESSIONS

Orientation of PRODUCTION Systems

Orientation of

Professions

ENG 1 QSTRP

ANO

LS

A 2ENG 2

A 1

PROJECT OUTLINE

ROLE PLAYERS IN A CONSTRUCTIONPROJECT

An array of professions ‘CONGESTION’

A

PROJECT OUTLINE

Each profession has its own proceduresDespite the needs of others in the process !

A

PROJECT OUTLINE

Net result = inefficiencies, gaps & overlapsProcess falls short of delivering value for money

Exact Opposite of ‘Seamless Delivery’

What is needed?• Process LEADERSHIP• Real TEAMWORK• Customer Focus• Planning, Scheduling & Control• Communication• Coordination• Cooperation

ScientificManagement

Enter:Construction

Managers

PROJECT OUTLINE

INAPROPRIATE ORIENTATION For INTEGRATION Agents

CPM&

CM

PROJECT OUTLINE

Have to Integrate the wholeTo achieve Seamless Delivery –

CPM & CM – process orientation

CM an Invisible Profession?

• Not a profession that is well known• Management – a discrete Process• Quite young?• Whilst:– Others compete for status & turf– CMs get on with ‘herding cats’

•Needs to be promoted more

DEMAND FOR CONSTRUCTION MANAGEMENT SKILLS

18

CONSTRUCTION MAJOR (Jhbg) ORGANIGRAM INDICATING CM QUALIFICATION

MDB.Sc CM

PM DIRB.Sc QS

SNR CD SAB.Sc CM

SNR CD SAB.Sc CM

AREA MNGR WAB.Sc CIVIL

AREA DIR CAB.Sc CM

SNR PMB.Sc CM

CDB.Sc CM

*SNR CMB.Tech CM

SNRCMB.Sc CM

SNR CMB.Sc CM

SNR CMB.Tech CIVIL

SNR CMB.Tech CM

CMB.Tech CIVIL

*CMB.Tech CM

Job Title Total PDIContracts ManagersBSC Construction ManagementBSC Civil EngineeringB.Tech Civil EngineeringB.Tech Construction Management

40211

2

Site AgentsBSC Construction ManagementBSC Civil EngineeringB.Tech Civil EngineeringB.Tech Construction Management

62013

SNR PMB.tech CM

Job Title Total PDIEngineersBSC Construction ManagementBSC Civil EngineeringB.Tec Construction ManagementB.Tec Civil Engineering

1941113

10

Project ManagersBSC Construction ManagementBSC Civil EngineeringB.Tech Construction ManagementB.Tech Civil EngineeringBSC Quantity Surveying

612111

3

Totals & analysisCMs Eng’s QS23 10 167.6% 29.4% 3%

CM skills needed for many roles

• Site manager (Site Agent)• Construction Manager• CMs - Specialist contractors • Contracts Manager• Construction Director• Construction Project Manager• & many other roles

WHAT THE SURVEY NUMBERS INDICATE

Industry Survey (Prof. John)

• Indicates 6400 persons employed by construction majors in CM discipline for 2013 level of construction

• Included CM’s with the following titles:• Site Managers • Site Agents• Contract Manager • Contracts Managers• Contracts Directors

Conservative Annual Loses - Assumptions

• 4.5% burnout• 2.5% retire,• 2% emigrate• 1% move to CPM

= 640 replacements just to maintain levels

= 10%

CM Graduate Numbers B.Sc & B.Tech

• 11 Universities produce 158 CM graduates per year (4 year degree) (say 30 recruited overseas)

•640 required -

•158 supplied!!!

• Four-fold increase required

So, where do the others come from?

• Traditional route ‘dried-up’• 500 x 3rd year Graduates• Other disciplines:–Quantity Surveyors– Civil Engineers

Meeting the needs of the planned Strategic Infrastructure Projects?

• Grad numbers keeping pace with annual losses only

• Intervention needed to increase numbers choosing the CM career path

• Some deep issues causing youth to avoid construction (CMDC work)

Wishing you a productive – problem solving, Summit

Thank you for listening

References

• Smallwood, J (2014) Indicative SIPS survey• Proceedings of 1st CM Summit 2012 • Work of the CMDC 2012 - 2014