Building production management practice in the construction industry in Nigeria

Historically, the construction industry has always been related to the process of industrialisation and development (Lopes, Oliveira & Abreu, 2011). The productivity of the construction industry in Nigeria, according to Aniekwu, Igboanugo and Onifade (2015), is very low compared with other industries, which is the result of a continuously used traditional project delivery method, which fails to effectively encourage the integration between design and construction, as well as the coordination and communication between participants of the construction industry. The Infrastructure Client Group (2015) states that; traditional methods are burdened with significant shortcomings that affect ways for the preparation and handling of construction projects. The industry consists of both the public and private sectors, but it is mostly private, while activities includes the procurement of goods and services, and the execution of various projects, such as building, civil engineering, power and energy, etc. (Okoye, 2016). The construction industry is the means, through which nations realises their potential goals for urban and rural development (Kanyago et al., 2017), while its activities and products are an essential part of the national economy and industrial development in developing countries, one of which is Nigeria (Okoye, 2016).

Globally, the construction industry accounts for 6–9% of the Gross Domestic Product (GDP) of many countries (Kanyago et al., 2017). In Nigeria, the industry accounts for a substantial percentage of the Gross National Product (GNP) and constitutes almost half of the total public spending (Aniekwu et al., 2015). The relationship between the construction sector and the actual GDP was found to be significantly and strongly positive (Okoye, 2016). The Nigerian construction industry mainly consists of small and medium construction firms, with very few large multinationals. Most construction firms have less than ten employees, while several multinationals have hundreds (Jimoh, 2012). According to Okoye (2016), construction workers in Nigeria are hardly literate and poorly paid, having to work long hours under poor workplace conditions, which is often dangerous manual work.

The Nigerian construction industry plays an essential role in the national economy. Up to now, it has been battling with serious issues and challenges, such as cost overruns, project delays, economically unviable design, poor workmanship, rework, inadequate specifications, impracticable and uncontrolled schedules, deficient detailing, misunderstandings among project team members, and abandoned and uncompleted public and private building projects. These days, it is extremely common to see a collapsing building. Such frequent incidents have shaped a negative public opinion about the industry. Consequently, there is a pressing need to improve the BPM practice in the country.

BPM has been defined as the management of building production information, equipment, materials, labour and other resources that are used in the physical realisation of a building project, at the same time adhering to building codes and contractual conditions (Osuizugbo, 2020). It follows that BPM is the overall management of building production on site. According to the Nigerian Institute of Building (NIOB) (2002), in Nigeria, BPM is perceived as the main role/scope of professional service rendered by builders to clients in any building project. The scope of services under BPM includes the analysis of building production information, construction planning and the management of the production process on site.

Building production information includes architectural drawings, electrical and mechanical drawings, specification documents and structural drawings (Osuizugbo, 2018, 2019). Various documents are required during the phase of construction planning and the process of site production management. These BPM documents include the project health and safety plan, the construction programme and the project quality management plan (Okoye & Ngwu, 2015). Studies conducted by Okoye and Ngwu (2015) reported a low level of awareness and extremely low use of these documents, which indicates that the documents are not considered important in building production management. Other BPM documents, which are crucial for project performance improvement include the construction methodology, the early warning system chart and the information requirement schedule (NIOB, 2002).

During the phase of construction planning and site production management, project management tools or techniques are also important to BPM practice. Studies described several project management tools or techniques, including Projects in Controlled Environments (PRINCE/PRINCE2), in-house project management methods, cost-benefit analysis (CBA), decision analysis (DA), the buildability and maintainability analysis, in-house decision-making techniques, the programme evaluation & review technique, the project sensitivity analysis, the graphical evaluation & review technique, Line of Balance, the critical path method (CPM), work breakdown structure (WBS), life-cycle cost analysis (LCCA), the probability analysis (PA), in-house risk assessment tools and Gantt bar chart, etc. (Haron et al., 2017; Ugwu & Attah, 2016; Osuizugbo, 2018). Most of these project management tools and techniques are rarely used in the construction sector. For example, Haron et al. (2017) found that CBA, Gantt bar chart, and CPM are the most widely applied project management tools and techniques in the construction sector. The studies of Ugwu and Attah (2016) also found that the critical path method (CPM) was the most important project management technique that influences the management of construction projects.

Virtually all business activities are housed in a structure, which is generally referred to as a building. Its production attracts professionals and non-professionals and is considered to be complete when the project is handed over to the client (Nwachukwu & Emoh, 2011). As one of the most valuable assets of humankind, it needs to be properly structured (Osuizugbo, 2018). According to Ugwu and Attah (2016), construction projects in Nigeria are expensive; thus, it is of utmost importance to focus on construction practice and the best methods. Most times, project managers prepare a work programme without the input of actual workers, often starting tasks that cannot be completed (Infrastructure Client Group, 2015). The Infrastructure Client Group (2015) stated that, about 50% of works started on construction sites could not be finished as planned, which resulted in up to 50% of construction man-hours to be unproductive.

The solution to building failure, abandonment, building collapse, and project success; depends on efficient and effective BPM practice. The BPM process begins with the analysis of design information. The application of BPM practice is a well-organised approach to building production, which helps improve the capabilities of the building industry, thereby delivering and achieving success at the end of the project. When BPM is practised efficiently and effectively, it certainly results in massive tangible benefits received during the three main phases of the building process, which include the design, planning and production processes, which are the key focus of BPM. Professionalism plays a crucial role in the BPM practice as it determines the management of resources invested in the project for the benefits of clients.

The description of the production theory based on the economic principle mainly focused on the relationship between input and output. Osuizugbo (2020) outlined a new theoretical foundation of construction production, which rested on pillars of transformation, flow, and value generation. As stated by de Valence (2012), these three theories should be managed concurrently. Views regarding the BPM transformation and flow focused on different aspects of building production management. According to Koskela (1999), the transformation concept is based on the value-adding tasks with the main focus of transformation view placed on defining the task to be done; and achieving it professionally, whereas the flow concept is based on non-value adding activities, with the focus on the elimination of waste from flow processes.

This study presented stages of the construction process, where the BPM practice can be implemented as presented in Table 1. The BPM framework aimed at improving the three main phases of the construction process. With the help of this framework, construction companies or developers and prospective clients are expected to achieve project objectives, increase efficiency and quality, and reduce time, costs and delays. Table 1 shows the summary of a typical BPM implementation framework with each phase in the construction process finalised by a decision (NIOB, 2002).

In the building industry, it is especially important to identify stakeholders and understand the roles they play in a project delivery. Failure to identify fraudulent stakeholders in the execution of a particular service can negatively influence the entire project. “It is not about knowing how to read an architectural or structural drawing or having money to go into real estate and property development that makes one a builder or an engineer, it is all about having the required skill and academic discipline to marry the profession” (Osuizugbo, 2018). According to Osuizugbo (2018), evidence has shown that in the Nigerian construction industry, people perceive building and construction works as a quick means of making money; thus any lawyer, microbiologist, political scientist or even a trader can enter construction and engineering professions undisturbed. People without appropriate training can dabble in the field of engineering and construction uncontrolled due to the lack of regulation regarding the practice in the Nigerian construction sector. Construction management requires suitable skills and techniques, including sound and adequate management skills (Ugwu & Attah, 2016).

The scope of services/roles of professionals in the building industry has been the interest of many researchers. According to the study by Jimoh (2012), an architect is the one that determines the concept, the size and the layout of the building, while a builder is practitioner who is in charge of the production management right from site acquisition to handover, displaying good site management practice, which is vital for efficiency, cost effectiveness and control of the project.

According to Anyanwu (2013), architects and engineers prepare the designs of a building, while the execution is the role of professional builders, project managers and technical support workers. Anyanwu (2013) went further by stating that professional builders were the professionals of the physical construction works, and the role of a builder in project delivery was to produce a building by undertaking on-site activities, translating designs, drawings, schedules and specifications into a physical structure. Furthermore, builder uses production management skills, and essential resources, such as funds, labour, materials, and machines, to execute the project; a builder's skill in building production management is the core professional contribution to construction projects. According to Olanipekun et al. (2014), the following are unique functions of professional builders: preparing the buildability and maintainability analysis report, making the project quality management plan, devising the project health and safety plan, drafting the construction programme of works, managing the construction process and specifying materials and workmanship.

According to Osuizugbo (2018), in the building construction industry, engineers undertake calculations and analyses to produce a design solution; in other words, just like architects, engineers produce the design solution of a building project. Osuizugbo (2018) went further to described builders as professionals that have an analytical mind, by virtue of their training to organise and coordinate the activities of the tradesmen, subcontractors, and suppliers as well as to manage the entire building production process from the beginning to handover, with a view of ensuring that the project is completed on time, within the cost, and to specify the quality standard by utilising the most optimal construction methodology, also including other unique roles attributed to builders in the building project delivery. According to Bamisile (2004), building production management is the main role of professional builders; and in addition, builders have other major consultancy services. These consultancy services are shown in Fig. 1.

Fig. 1

The role of a project manager necessitates for a technical expert to take charge of the construction site and control activities of the project execution process (Nwachukwu & Emoh, 2011), which are obviously some of the attributes of a professional builder. Hence, based on the literature findings, this study concluded that professional builders are BPM experts. In other words, professional builders (technical experts) are the project managers that are well experienced to act as BPM experts.

A criterion is referred to as a benchmark or standard, by which something is judged or decided (Frefer et al., 2018). Project success criteria, according to Susil, Warnakulasuriya and Arachchige (2016), mean the measure, by which failure or success of a project is determined. According to Frefer et al. (2018), project success is classified into two groups, namely, macro and micro project success; the macro project success reflects the initial project concept, and when achieved, the project is considered successful, whereas micro project success considers project achievement in smaller unit levels. Contractors and clients view project success from the micro viewpoint, whereas stakeholders and users view project success from the macro viewpoint (Homthong & Moungnoi, 2016). The construction project success is achieved when investors meet their requirements individually and collectively (Takim & Akintoye, 2002); and the best criterion for project success is when the user, project manager and other stakeholders met all their prospects (Frefer et al., 2018). To improve the chances of building project success and reduce the possible failures, the performance criteria for BPM practices should be properly and carefully identified, measured, and checked.

It has been observed that time, cost, quality, health and safety, environment, productivity, risk management, human resource and client satisfaction, among others, are dominant critical success factors reported by construction projects (Omer, 2017; Bryde & Robinson, 2005; Ramlee et al., 2016; Takim & Akintoye, 2002; Bahia & de Farias Filho, 2010; Al-Tmeemy, Abdul-Rahman & Harun, 2010; Koelmans, 2004; Gunathilaka, Tuuli & Dainty, 2013; Frefer et al., 2018; Homthong & Moungnoi, 2016; Gomesa & Romao, 2016; Toor & Ogunlana, 2010; Enshassi, Mohamed & Abushaban, 2009; Mukhtar & Amirudin, 2016). Studies by Homthong and Moungnoi (2016) revealed the most critical success factors influencing project success to include the competence of project participants, the durability of the completed work, the relationship between project participants, positive attitude of employees, effective quality assurance system in the organisation, quality of works to match standards, the relationship between an employee and a supervisor, competent supervisors and regular maintenance of equipment for the project. Haron et al. (2017) identified top five critical success factors that influence the project success to include competency of the project team, customer satisfaction, realistic cost and time estimation, effective planning and controlling and financial attributes.

According to Frefer et al. (2018), project success has two major components, which include issues related to the project and issues related to the client. Traditionally, time, cost, and quality, which are often referred to as the iron-triangle in the literature, are used as project success criteria. According to Homthong and Moungnoi (2016), this socalled iron-triangle has proved to be inadequate for measuring project performance, and the performance indicators are related to many dimensions, such as health, safety, environment, human resource development, client satisfaction, productivity, risk, contract and administration, profitability, and business efficiency. Also, according to Frefer et al. (2018), the traditional project success criteria, which include cost, time and quality, are no longer adequate to measure the success of the project since project success is more complex, and means different things to different stakeholders. According to Aniekwu et al. (2015), consistently low levels of performance are the result of the fragmented nature of the construction process and the distinct separation of industry professions, as well as the lack of concurrency, poor communication, institutional barriers, the lack of trust, ad-hoc problem-solving approach and team work between the client, design or construction team as well as other factors.

The major criteria used in this study to evaluate the BPM performance are time, cost, quality, health and safety, environment, productivity, risk management, human resources, and client satisfaction, as shown in Table 2. Fig. 2 explains the two major components of project success, as described earlier.

Fig. 2

The research was carried out in the Lagos state, which is economically significant in Nigeria. The Lagos state has a high volume of building construction activities as well as a large concentration of building contractors of various categories and sizes. The state was also chosen because of frequently collapsing of buildings.

The purposive sampling technique was used in the study to identify the representative sample for the distribution of the questionnaire. The sampling technique is a non-probability method, which is based on the characteristics of the study population. Using a 5-point Likert scale, where No extent = 1, Moderate extent = 2, Medium extent = 3, Large extent = 4 and Very large extent = 5, the participants were asked to indicate the extent of use of each variables, namely, building production information, production management documents, and project management techniques/tools. To determine the level of importance attached to critical success factors, respondents were also presented with a 5-point Likert scale, where Least important = 1, Slightly important = 2, Moderate important = 3, Very important = 4 and Utmost important = 5. Table 3 shows the breakdown of survey responses.

The study adopted the following for analyses: Frequency, Percentage, Mean, the Kruskal-Wallis Test and Kendall's Coefficient of Concordance. The analysis used the Statistical Package of Social Sciences (SPSS) v. 23. The frequency analytical tool was used to indicate the proportion of the respondent's characteristics while the percentage tool helped to simplify the proportion of the respondents in the study for better interpretation. The statistical mean was used to show the ranking given by respondents to different variables used in determining the extent of use of building production information, production management documents and project management techniques/tools practices. The Kruskal-Wallis inferential tool was used to determine if there was a significant difference among the clients, contractors and consultants on their ranking of the factors that independently measured the extent of use of building production information, production management documents and project management techniques/tools practices. Also, Kendall's statistical tool was used to test the agreement on the rankings given by BPM stakeholders to factors that influence the Building Production Management.

The study used Kendall's statistical tool to test an agreement on the rankings given by BPM stakeholders to factors that influence building production management. Thus, Kendall's coefficient of concordance, which is a non-parametric test, was used to determine the degree of agreement or disagreement of target group responses concerning the factors that influence the BPM practice in Nigeria. SPSS v. 23 was used to run the test; the obtained result showed high significance (Table 7). Hence, the study concluded that, there was a statistically significant degree of agreement between different groups of respondents.