Increasing productivity in the construction management industry: how traditional methods and technology have impacted efficiency, project schedules & neighborhood development

The rapid increase in construction projects and development has left a large gap in academic research for industry enhancement, The Bureau of Labor Statistics projects employment for construction managers to increase 11% from 2016 to 2026, a rate exceeding any other job occupation (Gross and Marcus 2018). ​With nearly 100% of graduates, going directly into the high demand job market, few are pondering the lack of productivity rates in the industry. Complex projects and accelerated schedules require an in depth analysis of the current state of the industry. What do modern companies seek for in a future project manager or city planner? And how do traditional methods of managing and planning impact projects? Does technology play a significant role in streamlining documentation and information? Regardless of project size, technology has proven to aid in critical aspects of project management, yet it leaves areas for improvement. With industries like the agricultural industry raising production levels, one leaves to question what is holding back the construction industry from steady levels of productive building (USDA 2018). Productivity in building has decreased, therefore I sought to look at what are the constraints and strengths of project management and building. With an overview of scheduling, productivity management and leadership this research paper will identify areas in the industry that need attention for continuous improvement. Furthermore, I sought to look into how increasing productivity in public works projects can impact neighborhood development. The study found that 76% of public works projects are behind schedule due to the labor shortage and skill sets of low bidders (DeHart 2007). This case study examined how leadership in the construction management industry helped boost productivity and examined the success rates of construction projects. I conducted daily observations while shadowing a project superintendent for a period of 3 months, interviewed 63 project managers, superintendents, and foremen. I sent out 182 surveys and gathered 63 responses in order to collectively create solutions and a conclusion. Lastly, I sat down with (7) professionals in the industry and interviewed them on questions that pertain to the construction management industry. The findings conclude the largest factors hindering productivity rates in construction are; absence of skilled trades, lack of interest in skilled trades, disconnect between the office and field personnel & lack of centralized leadership. Although this research is rich in content, there are a variety of fields that need to be analyzed for further development. The lack of research and publication in the construction management industry has made it difficult to gather data on existing issues, the high demand job market influences students to go straight to work post graduation. Future research will require an overall view of project management, diversity in the construction management industry, and an extensive analysis on the impact that technology has had on students desires to learn trade skills vs technological applications.