Contact information is for the purpose of questions or clarifications on this survey. Your information will not be shared with other FCA members.
It is not necessary to include the legal name of the project; however, a name (even if it is a made-upidentifier) is necessary for reference purposes during the data analysis phase.
1a. How many weeks were your crews supposed to be on site, according to the schedule, before the project began?
1b. How long were your crews actually on site?
2. Dollar value of contract:
| 3. Type of Work: |
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5. Check all that apply:
Fast Track
Private Sector
Public Sector
6. Type and quantity of work, and estimated and actual productivities for multiple types of work:
Directions: Fill in the boxes of each work type or process you did within the project.
If you performed only one job task for this project, you only have to complete the first section: “A”.
If you performed more than one job task for this project, please complete additional sections “B”, “C” etc. for each additional job task.
You are free to use whatever units your firm tracks its data in, whether that is SF, LF or whatever for work quantity; and hours, mandays, or SF per Manday, or SF or LF per man hour. The survey is intended to be flexible in that respect. We will be able to use the data in any form you give it to us in.
Click here for sample answers to Question #6.
A. Type of Work:
Estimated Quantity:
,
Units:
Productivity
Estimated:
,
Actual:
,
Units:
B. Type of Work
Estimated Quantity:
,
Units:
Productivity
Estimated:
,
Actual:
,
Units:
C. Type of Work
Estimated Quantity:
,
Units:
Productivity
Estimated:
,
Actual:
,
Units:
D. Type of Work
Estimated Quantity:
,
Units:
Productivity
Estimated:
,
Actual:
,
Units:
E. Type of Work
Estimated Quantity:
,
Units:
Productivity
Estimated:
,
Actual:
,
Units:
F. Type of Work
Estimated Quantity:
,
Units:
Productivity
Estimated:
,
Actual:
,
Units:
Owner Related Issues
Directions: Rank questions 1-5. Rankings are based on a scale of 1 to 5, where 1 is the least severe and 5 is the most severe. Rankings are explained as they pertain to each question
1. Construction Documents: Rate the overall quality of the plans and specifications relative to what you think is required to execute your scope of work.
1. Standard of the Industry. Requires minimal requests for Information from designer.
2. Could not be built without some direction from designer.
3. Required weekly direction to execute your scope of work.
4. Almost daily direction.
5. Plans almost useless. Final project different from original design documents.
2. Overzealous and Unreasonable Construction Administration: Rate the owner's construction administration on the project, which includes: overzealous inspections, unreasonable safety requirements, or any other interference from the owner's personnel that distracts or impacts worker production.
1. Little or no interference
2. Higher than normal interference
3. Strict adherence to requirements such as measuring distances exactly and rejecting an abnormal amount of work for minor deviations in specifications.
4. Daily run-ins with inspectors and other owner-controlled administrators
5.Owner-controlled interferences make job so unbearable that you threaten to quit.
3. Weather: Rate the weather during the project, relative to what the estimator expected when the job was bid, to the extent that weather affected worker productivity on the job.
1. No unaccounted for (in the estimate) or unusual weather events that affect labor productivity
2. Minor change in weather-related environment (for example, push summer work to fall)
3. Major change in weather-related environment
4. Multiple work stoppages due to weather
5. Job halted for multiple days (Hurricane Katrina event)
4. Work Stoppages, Acts of God, or the Public Enemy: Rate whether work stoppages on the job affected your labor production.
1. No stoppages
2. Minor or occasional work stoppages, (e.g. strikes that didn’t affect your workers but held them up)
3. Minor work stoppages of your crews
4. Major work stoppages
5. Major events (e.g. labor dispute, strike for months that shuts down job)
5. Access to Jobsite or the Work Issues: Access to the jobsite or the work covers a broad number of issues, such as the adequacy and location of parking relative to the jobsite, adequacy of vertical transportation in multi-story buildings, location of and adequacy of the restrooms, eating areas, and other support facilities.
1. No unaccounted for access problems
2. Minor access issues
3. Major access issues
4. Major, unaccounted for access issues, requiring contractor to provide alternative access
5. Access frequently blocked
Subcontractor Related Issues
Directions: Rank questions 6-8. Rankings are based on a scale of 1 to 5, where 1 is the least severe and 5 is the most severe. Rankings are explained as they pertain to each question.
6. Bid or Estimate: Were there issues with the contractor's bid, such as missing scope or overly optimistic productivities used in the estimate?
1. No bid issues
2. Minor holes in the bid
3. Major errors in bid, such as leaving out all supervision or overhead
4. Major portions of work were missing or forecast productivities were absurdly high
5.Estimator never looked at plans, used standard productivities, greater than 50%
7. Unaccounted for Local Workforce: This factor is specific to the local workforce, meaning that local workforce productivities vary significantly from the productivities anticipated in the bid.
1. No workforce issues
2. Worse than expected (less than 25% reduction in productivity)
3. High impact (25-50% reduction in productivity)
4. Greater than 50– 75% reduction in productivity
5. Greater than 75%
8. Problems with Vendors: This factor describes problems you experienced on the job that were generated by your own vendors or suppliers.
1. No delivery problems
2. Minor delays in deliveries, causing occasional resource reallocation
3.Multiple delays in supply chain. Deliveries unreliable
4. Severe Delivery Problems forcing you to seek suppliers from elsewhere
5. Cannot obtain supplies causing a default or other major change.
General Contractor Issues
Directions: Rank questions 9-13. Rankings are based on a scale of 1 to 5, where 1 is the least severe and 5 is the most severe. Rankings are explained as they pertain to each question.
9. Coordination: This factor describes the coordination problems experienced by you that are the responsibility of the general contractor.
1. No coordination problems
2. Minimal — materials a day or week late
3. Out of sequence work installed and had to be torn out
4. Coordination non-existent, job becomes "First come. First installed"
5. Affects nearly 100% of job
10. Building Environment: The factor describes the actual working environment relative to what the estimator expected; it includes, but is not limited to heat and humidity.
1. Environmental issues were no different from plan
2. Slight or moderate differences from plan
3. Major difference from expectations
4. Severe problems with heat and water
5. Work stopped due to the interior environment
11. GC Contract Administration: This factor characterizes the general contractor's (GC) contract administration during the course of the project.
1. GC met or beat all contractual timeliness. Schedules routinely updated and followed. Safety programs achieved goals and didn’t interfere with productivity
2. Minimal delays
3. All review and approval processes delayed. GC in “reactive” mode
4. Review and approval processes unpredictable
5. No visible GC contract administration process resulting in poor workmanship and frequent jobsite injuries
12. Congestion: This factor describes the relative amount of congestion on the project, whether the congestion is caused by "crowding" or "acceleration" of your own workforce, "stacking of trades", or crowding due to materials and equipment in your workspace that your crews have to work around.
1. Never a problem
2. Moderate, but not highly unusual
3. Highly congested
4. Extremely congested
5. Blocking access to your work, forced to move materials out of way
13. Fragmentation: This factor describes the degree to which the project was fragmented, or broken up, instead of being executed in a fluid manner from start to finish of a given activity.
1. All work activities executed as planned
2. Moderately fragmented, 1-2 remobilizations
3. More than half performed out of sequence, 5-10 remobilizations
4. None of activities performed as planned, 10 or more remobilizations
5. Every day is a mystery. No continuity or flow of work
Continued: General Contractor Issues
Directions: Rank questions 14-15. Rankings are based on a scale of 1 to 5, where 1 is the least severe and 5 is the most severe. Rankings are explained as they pertain to each question.
14. Overtime and Added Shift: This factor describes the extent to which overtime and adding shifts were required to complete the work in a timely fashion, and that were NOT accounted for in the project estimate or bid.
1. No unaccounted for overtime or shifts
2. Minimal overtime, perhaps 1-2 weeks in 6 month project
3. Overtime & shifts added for 33% or more of project
4. 50% of project worked as overtime or extra shifts
5. Unaccounted for overtime and added shifts required
15. Rework as a result of damage by others: The factor describes the actual working environment relative to what the estimator expected; it includes, but is not limited to heat and humidity.
1. Rework was NOT extraordinary, but rather was normal, and accounted for in the bid
2. Touch-up or rework was required on a small portion of the work, less than 10%
3. Up to half of the work installed had to be reworked or touched up
4. More than half and up to three quarters of the work had to be touched up or reworked
5. Between 75% and 100% of the job required touch-up and/or rework
Questions 16-18 should be answered 'yes' or 'no'.
Schedules
16. Were three-week coordination schedules distributed?
yes or
no
17. Was the overall project schedule distributed?
yes or
no
18. Were schedule updates distributed?
yes or
no
When finished, print this survey to save a copy for your records. To complete the form, click
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