Research: Tools for Effective Subcontractor Management in Projects

This Master's thesis, submitted in May 2019, investigates the tools for effective subcontractor management in multiple project situations. The research, conducted by Daniel Mabil, explores various aspects of subcontractor management, including risk mitigation, project performance, and the application of specific tools. The study utilizes a survey-based research method, collecting data from project managers in Israel to identify tools commonly used and associated with successful project outcomes. The thesis outlines the research background, aims, objectives, research methods, and schedule of work, culminating in a conclusion that highlights the importance of understanding subcontractor management tools for improving project success. Key areas of focus include the firm's experience, subcontractor workload, number of laborers, financial capacity, and equipment modernity. The thesis references various studies related to project management, risk management, and subcontractor relationships. The research aims to provide insights into the effective use of tools for improving project outcomes in the construction industry.

Tools for Effective Subcontractor
Management in Multiple Project
Situations
by
Daniel Mabil
B.Eng. (Civil & Structural)
A thesis submitted for the degree of
Masters of Applied Project Management
School of Natural and Built Environments
Division of
Information Technology, Engineering and the Environment (ITEE)
May 2019

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Declaration
I declare that:
This thesis presents work carried out by myself and does not incorporate without acknowledgment
any material previously submitted for a degree or diploma in any university; to the best of my
knowledge it does not contain any materials previously published or written by another person
except where due reference is made in the text; and all substantive contributions by others to the
work presented, including jointly authored publications, are clearly acknowledged.
Daniel Mabil, Adelaide, 5th May 2019
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Acknowledgements
You may acknowledge here any help given or work carried out by other people or organisations,
including your supervisor, academic staff and any other individual that have had a direct and
contributory influence on you in the context of the present research project1 .
1 The grey italised text is for guidance only. It needs to be removed when your text gets into place.
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1 Introduction
The Sub constructor management is one of the key process of the project management.
Different contraptions are available for helping the various times of the danger the
subcontractor management strategy. The outcomes of an analysis that is proposed to
perceive the instruments which are the most comprehensively used as well as those that are
connected with productive project management when all is said in done, and with fruitful risk
of the project managers explicitly.
The examination relies upon a study coordinated to a case of the managers who are
undertaking from the tools and frontline adventures. The responded information and data
were dismembered in order for finding which contraptions will undoubtedly be used in these
affiliations which report better project management performance as well as in that regard the
dedication of peril the official’s frames. Elsevier Science Ltd and IPMA. Fairley examines
seven phases: (1) Identify the risk factors; (2) Assess the chance of probabilities as well as
the effects; (3) Develop procedures to ease perceived threats; (4) Monitor chance factors;
(5) Invoke a crisis game plan; (6) Managing the crisis; (7) Recovery from crisis (Bavafa,
Mahdiyar and Marsono, 2018).
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2 Research background:
At whatever any point that is coordinated genuinely, subcontract into the project
manage progresses consistency in directing subcontracts across over limits, that mitigates
the risk to that affiliation as well as contract, and also may increase the profitably. The sub
constructor management wants across over the acquisition and the management of the
project; where the staffs are the most essential piece of subcontract project.
The managers of the subcontracts may be perceived through a lifecycle of the
subcontract. Understanding unequivocal errands in the management of the subcontract,
similarly as the requirements as well as the organizations that belongs of obligations in the
midst of each lifecycle arrange, will support consistency. By knowing specific the tools and
commitment inside the affiliation is essential to advance. The tools for the sub constructor
management have been perceived as the low contributors.
This system may be extended to various pieces of the peril the load up technique, for
instance, errand of employments and commitments, timing and repeat of danger the
administrators Tools having higher use in the HIGH masses Tool Description Significant
higher use in RMC=HIGH and in PMP=HIGH T6 Risk influence examination T8 Risk request
T9 Ranking of threats T18 Periodic chronicle reviews T21 Periodic example enumerating
T23 Analysis of examples, deviations and unique cases risk management has been doled
out as one of the eight essential regions of the Project Management Body of Knowledge
(PMBOK) by the Project Management Institute, that is the greatest master affiliation given to
the project management field (Son and Eun, 2013). However, most getting ready managers
of the project management fuse a workshop on risk management. Inside the correct
currently recognized point of view on project management as a genuine presence cycle
process, project risk management (PRM) is seen also as one technique that goes with the
project from the definition of it through the orchestrating, execution as well as control
organizes up to the completing and end.
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3 Research aims & objectives:
The aim of this research is to find the tools for the Effective Subcontractor Management in
Multiple Project Situations. The aims are to finds the topics as follows:
(1) The firm's experience in the field of work,
(2) The current work load of the subcontractor,
(3) Number of labourers,
(4) Financial capacity,
(5) Types and modernity of equipment.
The objective of this project was to perceive the instruments which are having the best
potential for responsibility to risk of project the official’s technique. The delayed
consequences of the examination outfit critical course concerning this issue. In the first
place, anyone who was facing the arrangement of a danger the administrator’s technique
ought to at firstly by considering the gadgets which are most typically used. Those are gotten
from the situating in Adoption of the instruments moves the relationship towards the current
state in the project management field (Kang and Hong, 2015). Past this, for trying some sort
of high ground, one should grasp the contraptions that are connected with the project
management practices that are better performing (PMP=HIGH), or which have been used by
experts who starting at now have a fair danger risk management process (RMC=HIGH).
These gadgets are recorded. Unmistakably, there are costs as well as the lead times related
with the choice of contraptions as well as the practices, and those, similarly as various
factors would be thought about (Kim, Menches and O’Connor, 2013). However, most getting
ready managers of the project management fuse a workshop on risk management. Inside
the correct currently recognized point of view on project management as a genuine presence
cycle process, project risk management (PRM) is seen also as one technique that goes with
the project from the definition of it through the orchestrating, execution as well as control
organizes up to the completing and end.
These two sorts of the results, the situating and the picked instruments in Table below, can
similarly fill for symptomatic necessities. By differentiating the present practice and these two
records, it is possible for perceiving regions of insufficient incorporation as well as for
devising a course of the action which shall overhaul the assignment chance organization
limits in the affiliation. The contraptions were accumulated by the five periods of the Software
Engineering Institute Risk Management process.
Signiant higher use in RMC=HIGH and in PMP=HIGH
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T6 Risk impact assessment
T8 Risk classification
T9 Ranking of risks
T18 Periodic document reviews
T21 Periodic trend reporting
T23 Analysis of trends, deviations and exceptions
T33 Subcontractor management
T36 Quality management
T37 Training programs
T38 Customer satisfaction surveys
Signiant higher use in PMP=HIGH
T5 Risk probability assessment
T11 Responsibility assignment
T30 Simulation
Signiant higher use in RMC=HIGH
T1 Checklists
T7 Risk time frame assessment
T14 Cost-benefit analysis during risk planning
T15 Cause and effect analysis during risk planning
T16 Project replanning for risk mitigation
T17 Revision of risk assessments
T20 Periodic reporting of risk mitigation plans
T22 Critical risk reporting to senior management
T24 Project replanning
T25 Procedure for closing risks
T26 Contingency plans for risk mitigation failure
T27 Cost-benefit analysis during risk control
T28 Cause and effect analysis during risk control
T34 Configuration control
T35 Quality control
Table: Tools description
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4 Research method
The data for this examination was collected by strategies for a survey. The study, that
was written in Hebrew, was spread either really or by methods for email to a subjective case
of around 400 project heads from the item and imaginative zones in Israel in the midst of
April to June, 1998. Close to the completion of the examination time allotment there were 84
surveys that were usable completed (Goh and Chua, 2013). The review included three
essential regions, each containing different brief request to be answered on the (0±5) scale.
The vital territory dealt with level of the dedication of PRM instruments that are individual, to
the project achievement generally speaking. The objective was for the perceive the
mechanical assemblies that were seen simply like the hugest by respondents (Handfield,
Primo and Oliveira, 2015.). The 2nd portion of the survey has dealt with ampleness and
capability of manner by that adventures are administered in the affiliation of the respondents.
With these requests we attempted for investigating whether there is any association between
the usage of PRM instruments and the element of execution of the project management
methodology (Heravi, 2014). The third region surveyed for the responsibility of a danger the
administrator’s method to all things considered Endeavor accomplishment. In particular, the
authors had wished to get some answers concerning the qualifications in PRM gadget usage
between the managers of the project who have the believe that opportunity organization is a
productive system, and the people who don't (Kakande, 2015). The specific request that
were fused into all of three zones close by examination of responses that are shown
straightaway.
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5 Schedule of work:
The schedule of work is as follows:
Task Name Duration Start Finish Predecessors
WBS 90 days Wed 8/1/18 Tue 12/4/18
Selection of Topic 5 days Wed 8/1/18 Tue 8/7/18
Collection of Data from secondary
sources 15 days Wed 8/8/18 Tue 8/28/18 1
Preparing the layout 20 days Wed 8/29/18 Tue 9/25/18
Review of Literature 10 days Wed 8/29/18 Tue 9/11/18 2,1
Developing plan for the research 20 days Wed 8/29/18 Tue 9/25/18 2
Selecting appropriate techniques for
research 35 days Wed 9/26/18 Tue 11/13/18
Collection of Secondary data 20 days Wed 9/26/18 Tue 10/23/18 5,3
Data Analysis & Interpretation 15 days Wed 10/24/18 Tue 11/13/18 7
Findings and Discussion 15 days Wed
11/14/18 Tue 12/4/18
Conclusion to the study 2 days Wed 11/14/18 Thu 11/15/18 8
Preparing Rough Draft 6 days Fri 11/16/18 Fri 11/23/18 10
Completion of Final Work 7 days Mon 11/26/18 Tue 12/4/18 11
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6 Conclusion:
The research that is proposed has described the investigation and procedures of the
selection of the sub construction the industry of construction. The approaches that are used
the process of investigation, including literature review, survey and interviews.
Understanding unequivocal errands in the management of the subcontract, similarly as the
requirements as well as the organizations that belongs of obligations in the midst of each
lifecycle arrange, will support consistency.
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7 References
Bashuna, A., 2013. Factors affecting effective management of the procurement function at
Nakuru North Sub-County. International Journal of Business and Management, 1(7).
Bavafa, A., Mahdiyar, A. and Marsono, A.K., 2018. Identifying and assessing the critical
factors for effective implementation of safety programs in construction projects. Safety
science, 106, pp.47-56.
Bemelmans, J., Voordijk, H. and Vos, B., 2013. Designing a tool for an effective assessment
of purchasing maturity in construction. Benchmarking: An International Journal, 20(3),
pp.342-361.
Eom, S.J., Kim, S.C. and Jang, W.S., 2015. Paradigm shift in main contractor-subcontractor
partnerships with an e-procurement framework. KSCE Journal of Civil Engineering, 19(7),
pp.1951-1961.
Goh, Y.M. and Chua, D., 2013. Neural network analysis of construction safety management
systems: a case study in Singapore. Construction Management and Economics, 31(5),
pp.460-470.
Handfield, R.B., Primo, M. and Oliveira, M.P.V.D., 2015. The role of effective relationship
management in successful large oil and gas projects: Insights from procurement executives.
Journal of Strategic Contracting and Negotiation, 1(1), pp.15-41.
Heravi Torbati, A.H., 2014. Improving construction management: an investigation into the
influences of effective stakeholder involvement on project quality outcomes (Doctoral
dissertation, Queensland University of Technology).
Kakande, N., 2015. Subcontractor Management.
Kang, T.W. and Hong, C.H., 2015. A study on software architecture for effective BIM/GIS-
based facility management data integration. Automation in Construction, 54, pp.25-38.
Kim, D.Y., Menches, C.L. and O’Connor, J.T., 2013. Stringing construction planning and
execution tasks together for effective project management. Journal of management in
engineering, 31(3), p.04014042.
Li, H., Lu, M., Hsu, S.C., Gray, M. and Huang, T., 2015. Proactive behavior-based safety
management for construction safety improvement. Safety science, 75, pp.107-117.
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