Project Management: [Weekly Topic] Weak Points in Project Construction Management 2011.02.21

Disconnection between regulations and enforcement； Incomplete records ； Do not execute the process

1. Construction records are inaccurate, with idealized actual data. 2. Supervisors lack competence, fail to adhere to principles, and are often influenced by petty favors from construction companies. 3. There are few true technical experts at the construction site; the technical staff are generally young and lack experience. 4. Project managers are of poor quality, have low professional skills, and practice rough management

1. Drawing reviews and on-site briefings are often overlooked, which can lead to design errors or discrepancies with the actual site conditions； 2. To save costs, materials and accessories are often purchased without having spare parts or substitutes available, which means that replacements in the event of damage frequently disrupt production ； 3. The on-site workers lack training and have low technical skills, making it difficult for them to handle complex construction processes ； 4. Most of the construction workers are relatives or close friends, so safety management is merely a formality; penalties for violations are mild, or even ignored altogether ； 5. Poor quality awareness, perfunctory attitude, and a tendency to cope shoddily are common.

Lack of safety awareness, chaotic management, inadequate technology

1. Weak safety awareness~ 2. Insufficient technical skills among supervisors~ 3. Non-compliance with regulations~ 4. Unnecessary interference between parties A, B, and C~ 5. Failure to follow established rules~ 6. Generally low quality of construction teams; most skilled workers are recent graduates~ 7. Construction teams hire local workers to maximize profits, which makes them difficult to manage and prone to causing problems~

Usually, the client is not like a real client； Party B is like Party A ； The supervisor can only take care of both sides to some extent. . . . . . The work is tiring but still bearable; the internal strife among people is too much. . . . . . .

It’s mainly communication issues and a lack of trust between each other

Let me say a few trivial things: 1. To cut costs, low-qualified and inferior design firms and construction teams are hired. Quality and progress are difficult to guarantee. 2. Even qualified construction firms strive for maximum profits by subcontracting work to unqualified entities or hiring local laborers, which creates additional risks. 3. It’s not quality and service that win, but relationships. Building relationships is currently the fastest way to maximize benefits. 4. Prioritizing progress over quality and safety; after all, progress equals profit. In short, both the property owners and the construction firms are eager for quick results, impetuous, dishonest, and driven solely by profit. These are not the property of any particular company, region, or industry; they exist universally. It’s not that no one knows about them, but rather that there is no way to address them.

Records of concealed works, communication.

1. Failing to act in accordance with rules and regulations; placing too much emphasis on personal relationships, with insufficient institutionalization. 2. Poor information flow – information from the lower levels reaches the higher levels slowly, resulting in inadequate use of information technology