apply problem solving techniques in the construction work site pdf

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Using design thinking to enhance construction site problem solving

APA Citation Mokhtar, E. (2016).Using design thinking to enhance construction site problem solving [Master’s thesis, the American University in Cairo]. AUC Knowledge Fountain. https://fount.aucegypt.edu/etds/311 MLA Citation Mokhtar, Ehab. Using design thinking to enhance construction site problem solving. 2016. American University in Cairo, Master's thesis. AUC Knowledge Fountain. https://fount.aucegypt.edu/etds/311

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Mary Hardin

Canadian Journal of Civil Engineering

This study explores designers, engineers, and managers sharing their knowledge and resolving design-related issues during construction site meetings. It provides new insights into the collaboration and the expertise of the different partners. In addition, the study provides new knowledge of using LPS in the design phase and its influence on the site meeting discussions in the construction phase. The research data comprise video recordings of 17 site meetings in two BIM-based renovation projects. Based on the data, the construction managers were the most active in addressing issues; however, all partners were actively involved in the discussion and shared their expertise to address the open questions. The use of the Last Planner System in the design phase seemed to decrease the number of design-related open questions in the construction phase. The findings emphasize the need to develop more collaborative design management methods and practices for sharing each expertise.

Héctor Magón y Jiménez

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Concepción Orna Montesinos

Dorota Kamrowska-Załuska

Engineers are facing new challenges connected with globalisation, digitisation and the increased complexity of the design process. This calls for new, more interdisciplinary and user-oriented approaches to problemsolving. In this article, the authors analyse design thinking (DT) as a method to support the education of engineers specialising in architecture and urban planning. Identified in this study are the opportunities this method offers to solve design and planning problems, as well as the limitations of the method. It is based on experience gained, while conducting regional and urban planning courses for engineers in the Faculty of Architecture at Gdańsk University of Technology (FA-GUT). Gdańsk, Poland, The design thinking method is not a remedy for all design problems, but the user-centric, iterative and experimental approach that can help to prepare future professionals to conduct participatory design in the changing conditions of the modern world.

Management Teaching Review

Irma Iljina Valotkė

Design thinking—understanding the human needs related to a problem, reframing the problem in human-centric ways, creating many ideas in brainstorming sessions, and adopting a hands-on approach to prototyping and testing—offers a complementary approach to the rational problem-solving methods typically emphasized in business schools. Business school instructors may perceive design thinking, a relatively new and complex multistep, iterative process, to be beyond their capabilities or time/resource constraints. This experiential exercise provides a relatively easy, low-investment approach to incorporating an overview of design thinking into any course. With minimal instructor preparation, participants can have a positive experience using design thinking to solve a real problem, consuming as little as an hour of class time. This activity is suitable for undergraduate and graduate courses in any business discipline. The provided lesson plan, slides, and workbook make it easy to facilitate...

Claudia Libanio , Ana Paula Kloeckner

Design Thinking is a human-centred innovation process, with an emphasis on deep understanding of consumers, holistically, integratively, creatively, and awe-inspiring. Design Thinking methods and techniques represents how the theory will be operationalized by following the process steps. These methods and techniques can assist in the project management, especially in the initial phase of inspiration and ideation. Another strategy that can collaborate in project management is agile management, mainly in the execution phase of a project. Agile management prioritizes individuals, interactions between them, customers, appropriate software to operate, and prompt response to changes. Thus, this study aims to propose a model to integrate design thinking and project management methods and techniques and to analyze students' projects and interactions to verify the applicability of these in ergonomic project management. For the development of the method, it was used the design science methodology, in four main steps called: Research Clarification, Descriptive Study I, Prescriptive Study, and Descriptive Study II. From the use of tools and techniques of design thinking in a project management exercise for students of two classes, it was revealed that the tools used facilitated the project development, helping from the search and organization of information until the deadline established for the delivery of the project.

KSCE Journal of Civil Engineering

Wim Gielingh

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Problem-Solving Techniques & Decision Making in Construction

• Posted by Red Learning
• Categories Project Management
• Date April 22, 2024
• Comments 0 comment

Construction projects are riddled with unforeseen challenges and unexpected problems. Effective problem-solving and sound decision-making are fundamental skills for PMI CP s to ensure projects stay on track and achieve their goals. Here’s a breakdown of key strategies to navigate complex situations:

The Importance of Problem-Solving & Decision Making in Construction:

• Minimizing Project Disruptions:  Quick and effective problem-solving prevents delays and keeps projects moving forward.
• Reduced Project Costs:  Identifying and addressing problems early on minimizes costly rework and resource waste.
• Improved Project Quality:  Sound decision-making leads to better solutions, enhancing project quality and meeting stakeholder expectations.
• Enhanced Risk Management:  Effective problem-solving helps identify and mitigate potential risks proactively.
• Increased Team Confidence:  Strong decision-making fosters team confidence in project leadership.

Problem-Solving Techniques for PMI CP s:

• Define the Problem:  Clearly identify the root cause of the problem to prevent addressing symptoms instead of the core issue.
• Data Gathering:  Collect relevant information through observation, data analysis, and stakeholder input.
• Brainstorming Solutions:  Encourage team participation to generate creative and diverse

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Improving construction productivity

The McKinsey Global Institute (MGI’s) Reinventing construction: A route to higher productivity  report, released in February 2017, found that the construction industry has an intractable productivity problem. While sectors such as retail and manufacturing have reinvented themselves, construction seems stuck in a time warp. Global labor-productivity growth in construction has averaged only 1 percent a year over the past two decades, compared with growth of 2.8 percent for the total world economy and 3.6 percent in manufacturing (exhibit).

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The report confirmed many reasons for this persistently poor performance, including stringent regulations and dependence on public-sector demand, informality and sometimes corruption, industry fragmentation, and mismatches in risk allocations and rewards. In addition, project owners reported that it can be hard to navigate the opaque construction marketplace—particularly when they do not frequently manage major projects. This struggle often results in subpar project management and execution, inadequate design processes, and underinvestment in skills development, R&D, and innovation.

Since February, we have discussed the findings with diverse stakeholders around the globe—in roundtables, our recent Global Infrastructure Initiative Summit , and more—and we have heard from nearly all that change is both needed and possible. There’s a sense that the industry is on the verge of disruption, and industry players are actively working on new approaches. How organizations are preparing to deal with the disruption varies greatly—though most recognize that failure to adapt could result in being left behind. To cope with disruptive pressures, some have taken incremental approaches to adopting best practices by establishing small, discrete programs. Others have created transformational agendas designed to work within the current confines of the industry. Still others are making significant strategic bets to radically restructure the value chain or establish manufacturing-like systems of mass production. It is unclear which approach will win in a given market segment—but understanding the challenge and the opportunity to address it is a crucial first step.

The construction sector has much to do

To disrupt its own way of thinking, working, and building, the construction industry can learn from successes in other industries, as well as from pockets of excellence within subsectors of the construction industry and around the world. Change is under way, but many approaches that have been discussed for years have yet to be adopted at the scale needed to transform the industry.

Abundant gains are at stake. MGI’s research found that if construction productivity were to catch up with that of the total economy—and it can—the sector’s value added would increase by an estimated $1.6 trillion, adding about 2 percent to the global economy. Such a gain is equivalent to about half of the world’s annual infrastructure need.

We identified seven ways that innovators are successfully addressing current market failures and improving productivity. With widespread adoption of all seven, we estimate that the sector’s productivity could increase by up to 60 percent.

1. Reshape regulation and raise transparency. Too often, regulatory complexities hinder productivity. At one roundtable, a participant noted, “Rules and regulations are the scar tissue for past transgressions. Just like scar tissue, they eventually limit what you can do.” Indeed, nontechnical risks, including political risks related to regulation and transparency, are often cited as proximate root causes behind poor outcomes, even more so than technical factors. Both government agencies and industrial companies can ensure robust nontechnical risk management programs are in place to help proactively manage nontechnical risks on their projects. Governments can help reshape regulatory environments by streamlining permitting and approvals processes, reducing informality and corruption, and encouraging transparency on cost and performance. Many governments also allocate grants for innovation and training.

As project owners, government agencies can also help encourage innovation and new approaches by prescribing means and methods of delivery or requiring use of certain technologies.

2. Rewire the contractual framework. Many in the industry shared case studies demonstrating that when interests are aligned and aimed at well-defined outcomes, projects are more likely to meet schedule and cost targets. To align interests, the industry must move away from the hostile contracting environment that characterizes many construction projects to a system focused on collaboration and problem solving. For example, procurement can be based on best value and past performance rather than cost alone, and contracts can incorporate performance and alignment incentives. To move toward best practice, alternative contracting models such as integrated project delivery (IPD) help build long-term collaborative relationships.

The issue of trust came up in many forums, and it will take time to build the level of trust needed to collaborate and transparently share data in a way needed for proper incentive structures. Yet owners were keen to start incorporating some aspects of IPD into their traditional models to increase focus on making the best choices for a project, encouraging innovation, and reducing variability. Managing those contracts will also require changes in behavior, attitudes, and skills.

Many owners, particularly in the industrial space, have adopted contracting frameworks that aim to transfer financial risk to contractors under transactional lump-sum contracting frameworks. At their worst, these structures often provide incentives for structural failure in the multistakeholder collaboration process. Companies would be better served by considering the full spectrum of options from purely transactional contracting to purely relational contracting. This deliberation will go a long way to ensuring a collaborative working approach is established at project inception.

3. Rethink design and engineering processes. There is a major opportunity to improve productivity by institutionalizing value engineering into the design process and pushing for repeatable design elements. Only 50 percent of MGI Construction Productivity Survey respondents said their firms currently have a standard design library. In asset classes such as deepwater oil and gas for which standardization might not be the panacea, the opportunity for parameter specification rather than individual company specifications is significant.

Nearly everyone we spoke with agreed that change will only be achieved if owners and contractors alike can shift mind-sets from custom scopes for each project to more standardization and repeatability. Building up libraries of optimized designs can support this undertaking.

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4. Improve procurement and supply-chain management. The construction sector ranks in the lower range of sophistication in McKinsey’s Global Purchasing Excellence Survey, suggesting ample room for improvement. A combination of best practices seen in other industries and innovative, digitally enabled approaches can improve reliability and predictability. Digitizing procurement and supply-chain work flows will enable more sophisticated logistics management and just-in-time delivery.

More strategically, owners, contractors, and material suppliers are also exploring ways to learn from industries such as automotive and aerospace when it comes to building longer-term supplier and subcontractor relationships.

In industrial companies, final investment decision (FID) is often a misnomer, as the decision tends to be a foregone conclusion given the incremental financial commitment that has already been made to procure long-lead-time stocks pre-FID. Supplier development programs that aim to reduce lead time through the application of lean supply techniques can help restore the integrity of FID and help owners avoid obsolescence issues.

5. Improve on-site execution. In our discussions, stakeholders voiced several challenges with on-site execution, including inconsistent use of best practices across all sites, projects, and staff, as well as difficulty finding and developing talented project managers. In addition, many struggled to identify and use hard data to baseline project (and project managers’) performance rather than anecdotes about the difficulty of a project.

To truly transform on-site execution, owners must implement change across all three aspects of a project: management systems, technical systems, and mind-sets. Four key approaches, though well known in the industry, have not been universally adopted. First, a rigorous planning process can help ensure activities are achieved on time and on budget. The use of integrated planning tools on a large-scale oil and gas project, for instance, achieved a 70 percent increase in the project’s productivity. Second, companies should agree on key performance indicators (KPIs) and use them at regular performance meetings. It is critical to complement common KPIs with forward-looking metrics to identify, and subsequently reduce, variance. Third, project owners can improve project mobilization by ensuring all prework, such as approvals, is completed prior to starting on-site work. Fourth, careful planning and coordination of different disciplines on-site, along with the application of lean principles, can reduce waste and variability.

6. Infuse digital technology, new materials, and advanced automation. Construction lags significantly behind other sectors  in its use of digital tools and is slow to adopt new materials, methods, and technology. Significant advances being deployed or prototyped today can transform the effectiveness and efficiency of construction in three areas: digital technologies, advanced materials, and construction automation. Digital technologies—from 5-D building information modeling to advanced analytics—have spread rapidly. Our survey revealed that more than 44 percent of respondents have adopted some type of digital technology, and planned adoption within the next three years is expected to reach 70 percent.

In our discussions, stakeholders voiced several challenges in deriving more value from digital tools, such as maintaining accuracy in transitioning to virtual models: today, frequently, there is no consistent “digital-twin” of a structure, but rather digital models are being printed for use with suppliers, who make changes and optimizations without feeding them back to the models, and there are substantial differences between as-built and plans that make optimizations in supply chains, work processes, and life cycle management difficult to capture.

Given constrained R&D funds, industry players are using pilot programs to test innovations while minimizing risk. In a few leading cases, owners and contractors are pooling resources to overcome capital constraints. The Crossrail Innovate portal, where owners and contractors share ideas, is one example of effective cross-industry innovation.

Technology alone will not address poor productivity. We heard nearly universally that a fundamental culture change is needed alongside adequate systems, processes, and buy-in from the field to embrace these solutions.

7. Reskill the workforce. Change cannot be achieved without investment in retooling a workforce that is undergoing major demographic shifts, from aging managers to increasing numbers of migrant laborers. Apprenticeship programs can train frontline workers in core skills that are currently underdeveloped, as well as in new technologies to help break seasonality and cyclicality, thus improving workforce stability.

Collaboration is key; funders, educators, and public officials who run workforce-training programs should collaborate with contractors and trades to ensure skills programs match the industry’s needs. Megaprojects should be seen as long-term catalysts to work with local workforce boards or nonprofits and develop regional training programs.

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Beyond these seven ideas, parts of the industry could make a more radical change by moving toward a manufacturing-inspired mass-production system, in which the bulk of a construction project is built from prefabricated standardized components off-site in a factory. Such a system would negate most of the market failures that are currently holding back productivity; the experience of firms that are shifting in this direction suggests that a productivity boost of five to ten times is possible.

While stakeholders have mixed views on the experience of precast building parts from the 1950s and 1960s in terms of cost and building quality, many are building up new capabilities today based on different, lighter-weight materials that are easier to ship and integrating more complex sustainability aspects into prefabricated components such as solar technology, rainwater harvesting, and high-quality building insulation.

The time to act is now

The pressure to act is rising. Demand is soaring. The scale of players and projects is increasing, making a more productive system more viable. The price of productivity-enhancing technology is falling, making it more accessible. There is increasing transparency in the market, and disruptive entrants are bringing a new wave of competition and increasing the urgency of digitization.

After decades of stasis, the industry appears to recognize the pressures bearing down on it, and these forces are motivating owners and contractors to change. As pioneering organizations transform, they will create best practices that can be emulated across the industry. Players that don’t rethink their approaches may be left behind in what could be the world’s next great productivity story.

We intend to continue to collect case studies and best practices from across the globe, and we hope to share them with the Global Infrastructure Initiative community. Read the best ideas from the 2017 GII Summit .

Filipe Barbosa  is a senior partner in McKinsey’s Houston office, Jan Mischke  is a senior fellow at the McKinsey Global Institute and is based in the Zurich office, and Matthew Parsons  is a partner in the Philadelphia office.

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What Are the Best Problem-Solving Techniques for a Construction Engineer?

Last Updated on June 11, 2023 by Admin

As a construction engineer , problem-solving is an essential part of your job. The efficient execution of construction projects depends on how well you can manage unexpected challenges and obstacles that arise along the way. Given the complexity of many construction projects, it is vital to have a good problem-solving toolkit at your disposal. In this article, we explore the key problem-solving techniques that construction engineers can use to navigate the challenges they face.

Table of Contents

Understanding the Role of a Construction Engineer

A construction engineer is a professional who plays a vital role in the construction industry . They are responsible for overseeing the design, planning, and implementation of construction projects. A construction engineer is a highly skilled individual who has a deep understanding of the construction process, including the various materials, techniques, and tools used in the industry.

The role of a construction engineer is critical because they are responsible for ensuring that construction projects are delivered on time, within budget, and to the required quality standards. They work closely with architects, contractors, and suppliers to ensure that projects are completed successfully.

Key Responsibilities of a Construction Engineer

Construction engineers have a wide range of responsibilities that require a combination of technical, managerial, and interpersonal skills. Some of their key responsibilities include:

• Developing project plans and timelines: Construction engineers are responsible for creating project plans that outline the scope of the project, the timeline for completion, and the resources required to complete the project. They work closely with architects and contractors to ensure that the project plan is feasible and realistic.
• Preparing cost estimates and budgets: Construction engineers are responsible for preparing cost estimates and budgets for construction projects. They consider factors such as labor costs, material costs, and equipment costs when preparing these estimates.
• Overseeing the hiring of contractors and suppliers: Construction engineers are responsible for hiring contractors and suppliers to work on construction projects. They evaluate bids and proposals from potential contractors and suppliers to ensure that they are qualified and capable of completing the project.
• Monitoring construction progress and ensuring quality standards are met: Construction engineers are responsible for monitoring construction progress and ensuring that quality standards are met. They inspect construction sites regularly to ensure that work is being done according to plan and that safety standards are being followed.
• Ensuring compliance with safety regulations and legal requirements: Construction engineers are responsible for ensuring that construction projects comply with safety regulations and legal requirements. They work closely with regulatory bodies to ensure that projects are compliant with local, state, and federal regulations.

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Challenges Faced by Construction Engineers

Despite careful planning and preparation, construction projects face a range of challenges that can derail progress and interrupt timelines. Some of the most common challenges that construction engineers face include:

• Unforeseen design changes: Design changes can occur during the construction process, which can impact the timeline and budget for the project. Construction engineers must be able to adapt to these changes and ensure that they are implemented in a timely and efficient manner.
• Unavailability of resources and materials: Construction projects require a wide range of resources and materials, and delays in the delivery of these items can impact the timeline for the project. Construction engineers must be able to manage these delays and ensure that the project stays on track.
• Weather-related delays and disruptions: Weather-related delays, such as heavy rain or snow, can impact the construction process and delay the timeline for the project. Construction engineers must be able to plan for these delays and adjust the project timeline accordingly.
• Budget overruns: Construction projects can be expensive, and it is not uncommon for projects to go over budget. Construction engineers must be able to manage costs and ensure that the project stays within budget.
• Safety incidents and accidents: Construction sites can be dangerous places, and safety incidents and accidents can occur. Construction engineers must be able to manage these incidents and ensure that safety standards are being followed to prevent future incidents.

Overall, the role of a construction engineer is critical to the success of construction projects. They are responsible for managing resources, coordinating teams, and ensuring that projects are delivered on time and within budget. Despite the challenges that they face, construction engineers are highly skilled professionals who play an essential role in the construction industry.

Importance of Problem-Solving in Construction Engineering

Construction engineering is a challenging field that requires a unique set of skills. One of the most critical skills that construction engineers must possess is problem-solving. The ability to quickly assess a situation and come up with effective solutions can help keep projects on track and within budget. Here are some of the critical areas where problem-solving skills come in handy for construction engineers:

Navigating Complex Projects

Construction projects are often complex and involve many moving parts. From managing subcontractors to coordinating with architects and engineers, there are many different components to consider. The ability to analyze and understand the different components of a project is essential to delivering it successfully. This requires a problem-solving mindset that can break down complex issues into smaller, manageable tasks.

For example, imagine that you are working on a project that involves building a new hospital. There are many different stakeholders involved, including doctors, nurses, and hospital administrators. Each group has different needs and requirements, and it can be challenging to balance them all. A construction engineer with strong problem-solving skills can assess the situation and come up with a plan that meets everyone’s needs.

Ensuring Safety and Compliance

The construction industry is heavily regulated, with safety standards and legal requirements that must be followed. Construction engineers must stay up to date with these regulations and ensure that their projects comply with them. The ability to identify compliance issues and come up with effective solutions is an essential part of the job.

For example, imagine that you are working on a project that involves building a new high-rise building. There are many safety regulations that must be followed to ensure that the building is safe for occupants. A construction engineer with strong problem-solving skills can identify potential safety hazards and come up with solutions to mitigate them.

Managing Time and Resources

Construction projects operate under tight timelines and budgets. The ability to manage time and resources effectively is essential to delivering projects on time and within budget. Problem-solving skills can help construction engineers identify areas where resources can be optimized to achieve project objectives.

For example, imagine that you are working on a project that involves building a new bridge. The project has a tight deadline, and there are limited resources available. A construction engineer with strong problem-solving skills can identify ways to streamline the construction process and optimize the use of available resources to ensure that the project is completed on time and within budget.

In conclusion, problem-solving skills are essential for construction engineers. They help navigate complex projects, ensure safety and compliance, and manage time and resources effectively. By developing strong problem-solving skills, construction engineers can deliver successful projects that meet the needs of all stakeholders.

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Top Problem-Solving Techniques for Construction Engineers

Here are some of the most effective problem-solving techniques that construction engineers can use to navigate the challenges they face:

Root Cause Analysis

Root cause analysis is a problem-solving technique that involves identifying the underlying causes of a problem. The technique involves asking a series of “why” questions to get to the root cause of the problem. Once the root cause has been identified, construction engineers can come up with effective solutions to prevent the issue from occurring again.

Brainstorming and Mind Mapping

Brainstorming and mind mapping are creative problem-solving techniques that involve generating ideas and organizing them visually. These techniques are useful for generating ideas and solutions in a collaborative and structured environment.

The 5 Whys Technique

The 5 whys technique is a problem-solving technique that involves asking “why” questions to get to the root cause of a problem. The technique involves asking a series of five “why” questions to identify the underlying cause of the problem. Once the root cause has been identified, construction engineers can come up with effective solutions to prevent the issue from occurring again.

SWOT Analysis

SWOT analysis is a problem-solving technique that involves identifying the strengths, weaknesses, opportunities, and threats of a project. This technique is useful for understanding the internal and external factors that can affect a project’s success. By identifying these factors, construction engineers can come up with effective solutions to mitigate any risks.

Decision Matrix Analysis

Decision matrix analysis is a problem-solving technique that involves weighting and ranking multiple criteria to make a decision. This technique is useful for evaluating different options and choosing the best one based on a set of pre-defined criteria.

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Implementing Technology to Aid Problem-Solving

In addition to problem-solving techniques, construction engineers can also leverage technology to aid in problem-solving. Here are some of the key technologies that can be used:

Building Information Modeling (BIM)

BIM is a digital representation of a building or infrastructure project. The technology allows for collaboration between different stakeholders, which can help identify potential issues and solutions before construction begins. BIM can be used to optimize workflows, reduce errors and waste, and improve project outcomes.

Project Management Software

Project management software is a tool that can help construction engineers manage projects more effectively. The software allows for the creation of project plans, schedules, and budgets. It also provides real-time visibility into project progress and helps teams collaborate more effectively.

Virtual Reality and Augmented Reality

Virtual reality and augmented reality technologies can be used to simulate construction projects in a virtual environment. This technology can help identify potential issues and visualize solutions before construction begins. The use of VR and AR can help reduce errors, improve safety, and optimize workflows.

As a construction engineer, problem-solving skills are essential to delivering successful construction projects. By understanding the different problem-solving techniques and leveraging technology, construction engineers can navigate the challenges they face and ensure that projects are delivered on time and within budget.

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Problem Solving Skills in Construction

In the construction industry, fixing issues is what trained professionals do on a daily basis. Things don’t often go according to plan, so possessing problem-solving skills is a key character trait of successful project managers.

Today, with the aid of modern technology, we can approach problems from a data-driven standpoint and provide solutions to them. Years ago, this was unthinkable, but today it has become a reality. Solving problems and decision making is a regular activity in the construction business, but nobody was born with problem-solving skills. Rather, it is a skill that is honed via experience and relentless application.

Steps to solving construction project problems

Problem-solving is a learned skill that can be developed over time. Find below some steps you can deploy to develop your problem-solving skills so as to become a successful project manager .

• Identity the root cause of the problem: The first step to solving a problem is to identify the root cause of the problem. Root cause identification will offer you clarity about what needs to change.
• Identify the stake of all participants in the process: You cannot solve the problem on your own unless it is a limited one. Identify the parties involved and prioritize their recommendations.
• List all the possible solutions that come to mind: Brainstorm to come out with every conceivable outcome.
• Evaluate all solutions: Evaluating all solutions will help you identify the ones that will address the issue. Rating the success of each solution with a 0-10 rating helps.
• Pick the best option: From your list of solutions, pick the one with the best rating.
• Expand the solution: Expand the possible outcome of your desired solution by writing down in detail the far-reaching implications of executing it.
• Make Contingency Plans: A change in the expected outcome of your solution may have a knockdown effect on your plan. To avoid this, make a contingency plan by consulting your list for other solutions. You can do this by making a plan using your next best solution.

Problem-solving may or may not require a step by step process. You may also need to use the recommendations of others to achieve the best possible outcome. This is why it is important to seek the opinion of other people involved in the process or those who will be affected by the eventual outcome. And finally, recording problems and the solutions adopted to solve them creates a very healthy database for the future . Consulting your database from time to time will open you to a new perspective and improve your problem-solving skills maximally.

Do you have tips on solving construction project problems? Let us know in the comments section below!

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